Change Management Prof. Steve Phelan Lecture 3

Today Globalization  Cilfford Chance case  Organizational implications of globalization  Cultivating the world LMZ Chs1-3  What is OD? (1969)  History of OD (1999)  General strategies for effecting changes in human systems (1976)

Globalization Articles Implications of Globalization  This article seems to be just like the improv article of last night. Is this a coincidence? What is new here for change management?  How important are the right rewards, values, and culture in a global organization? Cultivating the world  “Globalization means stakeholders and responsibilities everywhere, which have to be managed.”  Is this true? If it was true how does it effect the way we think about change?

Clifford Chance What do you think of the ‘one firm’ strategy?  What are the advantages of this structure?  What are the disadvantages? What are the implications for change management of pursuing this strategy?  Are they doing the right things to build the culture they want?  What about hiring practices?  Does their compensation policy need to be revisited?  Are they opening too many offices, or not enough?

What is organization development? Clarifications  What is an open system?  What does it mean to diagnose an organization?  What is action research? What is a planned intervention?  Do we have more ‘healthy’ organizations in 2004? Relevance  What part of the message still works?  What would you have to revisit?

History of OD What is a T-group?  What are the alleged benefits? Problems?  Now you know where the flip chart came from  Trusting empathic soul barers…hmmm… Argyris  Explore, enquire, experiment – how valuable? What are the disciplinary backgrounds of OD people?  Social work, sociology, psychology, theater

History of OD OD as a “system-wide change” effort  “the system of human relationships as a whole” What does this mean? Surveys with Likert scales from 1946  Can surveys generate change? Action research  How does PAR differ from AR? Sociotechnical systems

Second generation OD Focus on transformational change, culture, and learning organizations  Argyris undiscussables, double loop learning, and triple loop learning  Senge’s system dynamics for learning New interest in teams  High performance work organizations  Self managed teams TQM Visioning, diversity, large meetings Thousands of practitioners

General strategies Approaches  Empirical-rational Goal driven, problem-driven, engineering approach Should OD/change sensitize managers to new possibilities or goals?  Normative-Reeducative Meanings, habits, values, social Direct intervention/system focus  Power coercive Political and economic sanctions Strategies of nonviolence Power elites, use of political institutions