and Sense-Making Approaches Chapter 7 Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship and Sense-Making Approaches McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Image Rationale Chapter 7 Coach Organization Development Appreciative Inquiry Positive Organizational Scholarship These theories and approaches focus on identifying and building on what is working best in the organisation. Interpreter Sense-Making This approach as it alerts managers to the different influence that interpretations of change can have. Chapter 8 Director Change Management Contingency Theories They focus on strategic and planned organizational change. Intentional change outcomes can be achieved through a series of planned steps. There is certainty that it can be achieved. Navigator Processual Approach The outcomes are the result of a complex interplay of different interests, both internal and external to the organization. Note: The caretaker and nurturer images are not well addressed in the literature because as the assumption is that change managers receive rather than initiate change 7-2

Organization Development Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach It has been the fundamental basis of the field for a number of years Change is planned, incremental and participative Outcomes are focused on the improved effectiveness of the organization Long-term focus to achieve its action-orientated goals Focus on changing the attitudes and behaviors of employees Top-down focus 7-3

Participation by large-scale intervention Appreciative Inquiry Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Participation by large-scale intervention Shows a shift from problem solving to joint envisioning of the future Involves a four-step technique: Discovering current best practices Building on existing knowledge Designing changes Sustaining the organization’s future 7-4

Positive Organizational Scholarship Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Emerged in the early 2000s It encompasses approaches such as Appreciative Inquiry and others including positive psychology and community psychology. Centres on the positive aspects of organizational life. It can be considered a coaching method to assist organizations. 7-5

Sense-Making Approach Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Made famous by Karl Weick It challenges three key assumptions of change: Inertia: assumes that organizations reach a point in which there is a gap between environmental change and organizational adaptation The need for a standardized change program Unfreezing: as organizations are in a constant state of flux, they require freezing to analyze change – not unfreezing to begin the process of change 7-6