Org Change and Org Development Ch 16 May 1, 2008

Org Change and OD Org Change – in structure, technology or people –1 st order vs. 2 nd order Org Development – methods used to implement org change

Impediments to change –Reduced degrees of freedom; lack of training –Fear of the unknown; change in politics/in-groups Identify ways to overcome these impediments: –Employee voice, training, clear contingencies Does the nature of the situation seem to call for different ways of overcoming the impediments? –System v. personnel change

Lewin’s Force Field Analysis Model UnfreezeDesired State Refreeze How do we best unfreeze attitudes? How do we best refreeze the new state? developed 50 yrs ago, still prevalent today

Driving & Restraining Forces To increase driving forces: –1. –2. To reduce restraining forces: –1. –2. –3.

Employee Resistance to Change Main reasons for creating resistance: –1) Consequences of change - –Direct costs –Incongruent org systems –2) Process of change - –Saving face –Fear of unknown

Refreezing Through org structure changes Through org reward systems consistent with new changes Lewin’s model effectively describes change process, but overlooks what?

Evaluating Change Using Kirkpatrick’s training evaluation model – what does each level assess? –Reactions – –Learning – –Behavior – –Outcomes – –Reactions measure restraining forces, learning reflects change itself, behavior measures refreezing success.

OD Interventions OD implements org change w/emphasis on org effectiveness –Tries to improve org capability to solve problems & cope with change 1) Total Quality Management (TQM): –3 main concepts:

OD Interventions (cont.) 2) Management by Objectives (MBO) – develop specific org goals –Main ideas of MBO:

Porras & Robertson meta-analysis Healthy % report pos changes, but more report no change Few reports of negative effects, but why?