1. Managing Change March 28th, 2005

2. Review of Duck Article ► Do you agree with the statement “The proper metaphor for change is balancing a mobile”. Why? ► Do you think Duck believes that communication is critical? What evidence is there for your answer?

3. Review of Duck Article II ► Where does change in behavior need to start for change to be successful ? Why ? ► What are the “arms” or the dimensions of the organizational mobile ?Would this be a valid organizational model for your organization? ► Is there a parallel between the “coalition movement” in Kotter’s article and the “TMT” in this article? What is different? Why do you think this?

4. Organizational Development What is it? “a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness” (Cummings and Worley) Why is OD Important? Change is inevitable. It either happens to you or by you.

5. © John C. Reynolds 1998

6. Summary of key theorists PerspectiveTheoristEmphasisApplication IndividualMaslowIndividual NeedsCareer Development HerzbergJob Enrichment VroomIndividual expectanciesReward System Design Performance Appraisal Hackman/OldmanIndividual PerformanceIncentive systems GroupLewinNorms and ValuesChanging conformity patterns ArgyrisInterpersonal competenceTraining & education SystemLikertManagement StyleChange to participative mgt LawrenceOrg StructureChange contingent on Org. Environment LevinsonOrg as a familyDiagnosis according to family patterns

7. Where did OD come from? ► Theoretical Roots  Maslow’s Need Theory (1954)  Herzberg’s Dissatisfaction Theory (1966)

8. Evolving Theories ► Expectancy Theory (Lawler and Vroom)  Behavior is associated with outcomes  Outcomes have different values for different people  People will be motivated when they believe their behavior will lead to rewards

9. Evolving Theories ► Hackman and Oldhams Work Design Model (1980)  Relationship between job and worker satisfaction  Work is meaningful  Outcomes are the workers responsibility  Results and feedback is important

10. Evolving Theories ► Positive Reinforcement (Skinner)  Shape behavior and motivation be reinforcement  When behavior is evident, occasional reinforcement is required  Negative reinforcement is short term  Learn what to do, not what not to do

11. Evolving Theories ► Force Change Theory (Lewin)  Behavior is a function of personality  It is normally addressed in terms of motivation or needs and,  the environment/situation that affect the person  Perceived forces impact the behavior  Distinction between driving and restraining forces

12. Significance of these theories ► The practice has evolved over time ► There is no one core journey to where we are today ► Excellent research for some of the interventions we invest our time in today.

13. Ingo Case Study

14. Review of Ingo Phase 1 ► 1.Was INGO ready for change? ► Give reasons for you assessment. ► 2.What factors do you perceive triggered the change process? Were these the right triggers? ► 3.Identify and provide examples of what the leaders did/did not do well in this process?

16. Corporate Culture ► Culture is the frame of reference that often differentiates one social group from another ► Leaders often ignore it:  Soft and fuzzy, does not impact results  Consultant’s way of making money  Only an act of God can change it

17. Components of Culture ► Beliefs, behaviors and assumptions ► Culture is a shared belief, often the glue that holds the group together ► Culture needs time to develop, and thus time to change

18. Working Definition (Conner) Organizational Culture reflects the interrelationship of shared beliefs, behaviors and assumptions that are acquired over time by members of the organization.

19. Beliefs ► Set of interrelated values and expectations ► Framework for peoples’ decisions and behaviors

20. Behaviors Observable and natural actions of people

21. Assumptions ► The unconscious rationale we use for continuing to apply certain beliefs

22. Cultivating a Culture ► Culture will develop without planning ► Cultures are developed often from a set of decisions made in isolation in the organization’s history

23. Architectural Cultural Development ► Intention is to orchestrate a new culture ► Phase 1 : Senior Management defines the characteristics of a new culture ► Phase 2 : An assessment is completed of the existing culture ► Phase 3 : Action plans/interventions are designed to close the gap ► Phase 4 : Management owns and participates in these plans

24. Why Manage Culture? ► People’s reaction to change sometimes are: Change is happening too fast The changes are overwhelming Change is too complex Whenever there is a discrepancy between the culture and the objectives of change, the culture always wins...

25. Kotter’s 8 Steps ► Culture comes at the end of the process ► Requires a lot of talk ► Often involves turnover of staff ► Makes decisions on succession planning crucial

26. © John C. Reynolds 1998

27. Organizational Behavior ► A key part of organizational change and strategic human resources. ► Organizational Behavior relates to the organization, work groups and individuals

28. Components of OB ► Motivation (Individuals) ► Group Processes (Work Groups) ► Leadership (Organizations)

30. Knowledge Management ► Knowledge management is then the process of transferring tacit ( or head knowledge) to a media that can be shared with other knowledge workers in the shortest possible time in order to improve the effectiveness and learning of the organization in achieving it’s mission.

31. Impact of KM ► It’s results in changed behavior of people and organizational culture as people’s understanding changes with new knowledge.

32. What is Knowledge? ► Knowledge is taking information (data in a particular context) and applying people’s experience or opinion (generally tacit and intangible) in order to change positively the behavior and culture in the organization

33. Challenges to an Organization ► Making it a technology issue ► Creating the environment to contribute Making sharing of knowledge natural ► Proving it’s economic viability

35. Organizational Learning ► Organizational Learning is learning that organizations enjoy through the learning of individuals

36. Components of OL ► Knowledge acquisition ► Information Distribution ► Information interpretation/enhancement ► Creating organizational memory

37. Impact of OL ► An organization learns if though it’s processing of information, the range of it’s potential behaviors is changed.

38. What is a Learning Organization? ► A learning organization is an organization with an ingrained philosophy for anticipating, reacting and responding to change, complexity and uncertainty. ► To learn from the past rather than be bound by it.

39. Leader’s Role in LO ► Designer ► Teacher ► Steward

40. Ingo Phase II Case Study

41. End of Module VIII