1. Working organizational issues: The six modes of change
MPA 8002
The Structure and Theory of Human Organization
Richard M. Jacobs, OSA, Ph.D.

2. Creating Paths of Change (McWhinney, Webber, Smith, & Novokowsky, 1997)
Asserts that organization change begins first with self-change...
…that is, if manager/leaders are to initiate organizational change, they first must understand how they view the world
…because how individuals view reality is a critical element in how they formulate a decision (p. 3)

3. An organizational “issue”...
A fundamental conflict of values embedded in and provoking those recurring organizational problems as people attempt to define the issue
…what Gallie (1968) calls “essentially contested concepts”

4. Managing and leading... involves “working”... problems as issue
resolutions as
solution
...not “reframing” (Bolman & Deal, 1997)

5. by possessing an over-riding concern for...
virtue
not
technique
character
not
expertise

6. and while endeavoring to foster...
management and leadership density
subservient and acquiescent functionaries
not

7. The four views of reality...
Unitary
Sensory
Social
Mythic

8. The six modes of change: How to “work” problematic situations...
analytic
assertive
inve ntive
influential
evaluative
emergent

9. The analytic mode of change and its directions...
unitary
sensory
To put theory
and policy
into action
To use data
to interpret a
situation
design
test

10. The analytic mode of change...
is based on the observation of principles and facts
depends on the power of reason
utilizes theory and sensory information to identify solutions, predict implications, and provide the basis for evaluation

11. The evaluative mode of change and its directions...
To elicit
what matters
in a situation
sensory
value
evaluative
To designate
and assign
resources and
responsibilities
allocate
social

12. The evaluative mode of change...
is based on determining or assigning values
depends on exploration and shared involvement to develop a value consensus, resolve issues, and initiate actions

13. The emergent mode of change and its directions...
To get others
to value an
idea
To co-create
ideas or
images that
reflect values
facilitate
evoke
social
mythic
emergent

14. The emergent mode of change...
is based on facilitating social interaction, creating or co-creating ideas or symbols and revaluing ideas
depends on creating and gaining acceptance for an idea or symbol to create new meaning, making possible alternative actions and outcomes, and transcending existing conflicts and limitations

15. The assertive mode of change and its directions...
To mobilize
energy
around a
symbol or
belief system
unitary
inspire
assertive
To develop
policies that
express a
vision
mythic
establish

16. The assertive mode of change...
is based on personal authority, establishing truth, or interpreting existing systems of beliefs
depends on a charismatic leader or an agent of authority to separate the acceptable from the unacceptable, replace confusion with clarity, or establish rules of conduct that will eliminate problem behavior

17. The influential mode of change and its directions...
To convert
group to an
established
truth
unitary
influential
convert
social
To change
policies to
reflect a
group’s
values
persuade

18. The influential mode of change...
is based on the preferences people hold, by changing or establishing those preferences
depends on the interplay of values and principles to change moral and ethical positions and values
imposes truth by authority or establishes new rules of behavior from the value position of individuals

19. The inventive mode of change and its directions...
To create an
idea that
brings clarity
and meaning
to a situation
sensory
inventive
induce
To put an
idea into
practice
mythic
realize

20. The inventive mode of change...
is based on the material world as people rearrange objects and ideas that are available but that have not been accessed
depends on making an idea tangible, creating new concepts to make something, moving, destroying, or transforming what is not a solution into something that is

21. In practice episodes, views of reality reveal patterns of views...
Typically, people exhibit several views of reality:
dominant
balanced
active focus
avoidant
…the important point is that a balanced view is optimal; the other views possess positive (to be emphasized) and negative attributes (to be avoided).

22. With regard to managing/leading an organization...
Individuals who view reality through a single perspective tend not to be effective as leaders or as agents of change...
…but, learning to use several frames (Bolman & Deal, 1997) or images (Morgan, 1997) appears to enhance an individual’s ability to diagnose the complexities impacting the organizational reality.

23. However, managing/leading an organization successfully also involves a “style” (McWhinney, et al., 1997)...
…that is, an individual’s typical choice when utilizing one of the six modes of change (p. 42) to engage others in “working the problems” toward resolution.

24. The analytic mode of working problems...
unitary
sensory
Leadership role and focus:
To exercise power in a logical way to achieve established goals
Organizing
style:
Tasks arranged in a meritocratic hierarchy
Planning
Style:
Explicit responsibilities, time, and resource assignments
Conflict
management:
Referee disputes, solve problems, and move forward

25. The evaluate mode of working problems...
social
sensory
Leadership role and focus:
To allocate and align resources properly to optimize outcomes
Organizing
style:
Functionally responsive to the participants’ desires
Planning
Style:
Optimization by equalizing the assignment of work and benefits over time
Conflict
management:
Negotiate with participants to identify win-win values and to inculturate them

26. The emergent mode of working problems...
social
mythic
Leadership role and focus:
To co-create valued images using the participants’ energy and skills
Organizing
style:
Functionally open and flexible as well as socially supportive
Planning
Style:
Expansive, search-oriented efforts to seize advantages afforded by opportunities
Conflict
management:
Explore possible solutions by creatively reframing rather than solving problems

27. The assertive mode of working problems...
unitary
mythic
Leadership role and focus:
To establish a mission authoritatively; to exhort loyalty to the leader and mission
Organizing
style:
Charismatic and inspirational evolving toward a bureaucracy
Planning
Style:
Autocratic, based on leader’s long-term vision
Conflict
management:
Establish a solution or creatively redefine issue

28. The influential mode of working problems...
social
unitary
Leadership role and focus:
To work politically to effect policies that enable the organization to attain its goals
Organizing
style:
Patriarchal or oligarchic with an emphasis upon committees
Planning
Style:
Protects the power-value status quo by maintaining or radically reforming the game
Conflict
management:
Mediate disputes to solidify the power base around established and valued positions

29. The inventive mode of working problems...
mythic
sensory
Leadership role and focus:
To materialize one’s personal visions in the real world
Organizing
style:
Charismatic and evolving toward a task hierarchy
Planning
Style:
Highly flexible with a strong achievement drive
Conflict
management:
Destroy power base of opposition; stress group goal in order to subordinate dispute

30. Managerial/leadership effectiveness appears to depend at least partially upon the group within which the manager/leader is attempting to instigate change...
…because group members possess different views of reality that can facilitate or inhibit change.

31. Managing/leading an organization involves matching the appropriate style with the group member’s views of reality...
…“The ultimate leader has access to all leadership styles and has the wisdom to know when to employ each” (McWhinney et al., 1997, p. 44).

32. The interactions of leader and member realities...
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
FOLLOWER
unconstructive
unconstructive
FOLLOWER
Team member’s reality
sensory
acquiescent
COLLEAGUE
unconstructive
INDEPENDENT
social
unwilling follower
reactive
TEAM MEMBER
involved
mythic
user
INDEPENDENT
user
learner

33. Particularly (pure) constructive matches...
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
FOLLOWER
This individual experiences certitude, that is, unless other team members express fear that the leader’s beliefs are heretical.
Team member’s reality
sensory
social
mythic

34. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual strongly supports a charismatic leader’s efforts but strongly opposes calls for radical change.
FOLLOWER
Team member’s reality
sensory
social
mythic

35. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual gives authority to the leader based upon the leader’s expertise not the person of the leader.
Team member’s reality
sensory
COLLEAGUE
social
mythic

36. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual is uncommitted, but will use any opportunities provided to advance self-interest.
Team member’s reality
sensory
INDEPENDENT
social
mythic

37. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
This individual uses organizational resources to achieve personal self-interests. A mythic individual is likely to respect a strong sensory leader.
social
mythic
INDEPENDENT

38. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
This individual trusts the leader, cooperates with the leader, and has good communication with the leader.
social
TEAM MEMBER
mythic

39. Particularly (pure) unconstructive matches...
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
unconstructive
This individual has little respect for the leader, ignores and passively blocks most change efforts.
Team member’s reality
sensory
social
mythic

40. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
unconstructive
This individual disrespects the leader unless both share common values. This individual is threatened by social values.
Team member’s reality
sensory
social
mythic

41. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual accepts power and rules as long as they work.
Team member’s reality
sensory
acquiescent
social
mythic

42. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual has low regard for the leader, to the point of ignoring the leader’s ideas and values.
Team member’s reality
sensory
unconstructive
social
mythic

43. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
This negative individual usually reacts to and counters leadership efforts.
social
reactive
mythic

44. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
This individual has low regard for the leader. This individual oftentimes goes along while attempting to educate the leader.
social
unwilling follower
mythic

45. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
This individual opposes the leader, unless the leader is strongly facilitative. In this instance, this individual will strongly support the leader.
social
involved
mythic

46. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
social
This individual uses the leader as a channel to power or as a front for the individual’s self-interests.
mythic
user

47. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
social
This individual uses the leader as a support for one’s own development.
mythic
user

48. Managerial/leadership reality
unitary
sensory
social
mythic
unitary
Team member’s reality
sensory
social
This individual does not follow the leader but, due to a love/hate relationship, learns from the leader.
mythic
learner

49. Managing/leading a team becomes increasingly difficult when team members have varied views of reality
…increases the probability of conflict due to the diversity of skills, curiosity levels, and personal openness to change
…people tend to stop learning if fear and interpersonal conflict decrease one’s trust and willingness to accept direction

50. This module has focused on...
The six modes of change by which managers/leaders “work the organizational issue” by enabling followers to “work the organizational problems”...

51. References
Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18,
Gallie, W. B. (1968). Philosophy and the historical understanding. New York: Schocken Books.
Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment. Cambridge, MA: Harvard Graduate School of Business Administration.
Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.

52. Schein, E. H. (1990). Organizational culture
Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2),
Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass.
Sergiovanni, T. J. (1986). Understanding reflective practice. Journal of Curriculum and Supervision, 1(4),
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.

53. Simon, H. A. (1945/1997). Administrative behavior: A study of decision-making processes in administrative organizations. New York: The Free Press.
Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York: McGraw Hill.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications, Inc.