1. 19
Continuous Change

2. Compare and contrast four continuous change organization development (OD) interventions.
Describe the elements and processes associated with the dynamic strategy-making intervention.
Define the demands of turbulent environments and describe the self-design intervention.
Outline the definition and application of organization learning interventions.
Explain the logic and process of developing built- to-change organizations.

3. Criteria for Effective Strategic Change
Speed over delay
Breadth over narrowness
Flexibility over rigidity
Empowerment over autocracy
Simplicity over complexity
Unity over fragmentation

4. A Dynamic Strategy System
Dynamic and Complex Environments
Strategic System
Statement of Strategic Direction
Strategy Process
Evolving Resources and Capabilities

5. Elements of the Statement of Strategic Direction
Competitive Logic
A value propositions that connects the firm’s capabilities to market opportunities
Goals
Unifying target for achievement; financial and a single rallying goal
Organization
Formal organization design which aligns, work, structure, human resource practices and management processes to the competitive logic and goals
Action Plan
Initiatives and specific steps required to implement the strategy; sets priorities over a specific timeframe

6. Dynamic Strategy Application Stages
Choosing relevant stakeholders
Holding the first retreat
Engaging stakeholders between the first and second retreats
Holding the second retreat
Implementing actions

7. Self-Designing Organizations
Systemic change process altering most features of the organization
Process is ongoing, never finished—continuous improvement and change
Learning as You Go—on-site innovation
Need support of multiple stakeholders
All levels of the organization adopt new strategies and change behaviors

8. The Self-Design Process
Strategy
CRITERIA
Laying the Foundation
Valuing
Implementation and Assessment
Designing
Acquiring Knowledge
Diagnosing

9. Learning Organizations
Organization Learning interventions emphasize the structures and social processes that enable employees and teams to learn and share knowledge
Knowledge Learning focuses on the tools and techniques that enable organizations to collect, organize, and translate information into useful knowledge

10. How Organization Learning Affects Performance
Knowledge Management
Competitive
Strategy
Organization
Characteristics
Organization
Learning Processes
Organization
Knowledge
Organization
Performance
Structure
Information
Systems
HR Practices
Culture
Leadership
Discovery
Invention
Production
Generalization
Tacit
Explicit

11. Characteristics of Learning Organizations
Structures emphasize teamwork, information sharing, empowerment
Information systems facilitate rapid acquisition and sharing of complex information to manage knowledge for competitive advantage
Human resources reinforce new skills and knowledge
Organization culture encourages innovation
Leaders model openness and freedom to try new things while communicating a compelling vision

12. Organization Learning Process
Single loop learning
Most common form of learning
Aimed at adapting and improving the status quo
Double loop learning
Generative learning
Questions and changes existing assumptions and conditions
Deuterolearning
Learning how to learn
Learning how to improve single and double loop learning

13. Organization Learning Activities
Discover Theories in Use and Their Consequences
Invent and produce more effective theories in use
Attend to the knowledge management practices that support learning
Continuously monitor and improve the learning process

14. Discover Theories in Use
Dialogue
Action Maps
Left-Hand, Right-Hand Column
The Ladder of Inference

15. The Ladder of Inference
I take ACTIONS based on
my beliefs
I adopt BELIEFS about the world
I draw CONCLUSIONS
I make ASSUMPTIONS based on
the meanings added
I add MEANINGS (cultural and personal)
I select DATA from what I observe
I OBSERVE data and experiences

16. Knowledge Management Practices that Support Learning
Generating Knowledge
Identify knowledge for competitive strategy
Develop ways to acquire or create that knowledge
Organizing Knowledge
Put knowledge into a usable form
Codification and Personalization
Distributing Knowledge
Making knowledge easy to access, use & reuse

17. Built-to-Change Organizations
Organizations are designed with the ability to change constantly to create the best sustainable source of competitive advantage
Organizations operate in complex and rapidly changing environments

18. Design Guidelines for B2C Organizations
from Traditional Principles……to Dynamic Principles
Strategy
Short-term, static environmental scans and industry analyses
Pursuit of a sustainable competitive advantage
Design
Focus on efficiency over effectiveness
What do we do well?
Alignment is the key to performance
Strategizing
Long-term, alternative scenarios, and contingency planning
Pursuit of a series of momentary advantages
Designing
Focus on effectiveness over efficiency
What do we need to learn?
Change is the key to performance

19. Built-to-Change Application Stages
Reframe culture as a facilitator of change
Create a change friendly culture
Redefine organization design components for flexibility
B2C designs emphasize a flat, lean, and flexible organization structure
Human resources practices support managing the right talent for change
Build an orchestration capability
Redefine leadership to be shared throughout the organization