Description
Module 01: Changing Organizations in Our Complex World
This module reviews the nature of change and how it impacts organizations throughout the world. From Europe to the United States and to the Kingdom of Saudi Arabia, constant and continual change has been an expected norm, so the ability to learn about the need for change, as well as how to proceed through change, becomes critical as we manage dynamic organizational environments.
Discussion Question
Question Requirements:
Change Roles in Your Organization
Think about organizations that you are familiar with, organizations where you work/ed, schools you’ve attended, or organizations with which you associate.
Identify and briefly discuss a change/s in the organization.
Discuss the change in terms of the 4 organizational change roles, change initiator, implementer, facilitator, recipient and who carried out these roles.
Discuss the position or title in the organization (leader, manager, supervisor, or employee) with the role they played.
Discuss if the person was effective and why or why not?
Directions:
Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite any other sources.
Write a discussion that includes an introduction paragraph, the body, and a conclusion paragraph to address the assignment’s guide questions.
Chapter 1: Changing
Organizations in Our Complex
World
Chapter Overview
• The goal of the book: develop your ability to initiate and
manage change
• Environmental factors affecting change are outlined: social/
demographic, technological, political, and economic forces
• Four types of organizational change are discussed: tuning,
adapting, reorienting, and recreating
• Four change roles are described: initiators, implementers,
facilitators, and recipients. The terms “change leader” and
“change agent” are used interchangeably and could mean
any of the four roles.
• The difficulties in creating successful change are highlighted
and characteristics of successful change leader are
described.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
Your Experiences with Change
Management
Talk with one another (in small groups)
about your experiences with change
management.
What does this suggest organizational
change management is about?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
3
Organizational Change: Defined
• The intentional and planned alteration of
organizational components to improve
organizational effectiveness.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
4
Organization Components
• Organization components include the organization’s:
• Mission and vision
• Strategy
• Goals
• Structure
• Processes or systems
• Technology
• People
• When organizations enhance their effectiveness, they
increase their ability to generate value for those they
serve
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
5
The “Knowing−Doing” Gap
• Change capability has become a core
managerial competency
• But managers’ abilities to deliver on change
are modest at best
• There is a major “knowing−doing” gap
• Knowing concepts and theories is not
enough
• Managers need to become effective agents
of change, possessing the will and skills to
make positive change happen
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
6
Orientation of the Book
There is a story of two stone cutters:
The first, when asked what he was doing,
responded: “I am shaping this stone to fit into
that wall.”
The second, however, said: “I am helping to
build a cathedral.”
This book is orientated towards those who want to be
builders.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
7
Why is change a Hot Topic?
• Environmental Forces Driving Changes (PESTEL
factors):
• Political Changes
• Economic Changes
• Social, Cultural and Demographic
• New Technologies
• Legal Changes
• Ecological/Environmental Factors
• Turbulence and ambiguity define the landscape for
both the public and private sectors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
8
Toolkit Exercise 1.2
Analyzing Your Environment
Select an organization you are familiar with. What are the key
environmental issues affecting it? List these and their implications
for the organization.
Political Factors
…………… Implications?
Economic Factors
…………… Implications?
Social Factors
…………… Implications?
Ecological/Environmental Factors
Legal Factors
……… Implications?
…………… Implications?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
9
New Organizational Forms & Management
Challenges Due to Environmental Change
Macro Changes and Impact
• Digitization leading to:
• Faster information transmission
• Lower cost information storage and transmission
• Integration of states and opening of markets
• Geographic dispersion of the value chain
• All leading to globalization of markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
10
New Organizational Forms & Management
Challenges (cont.)
New Organizational Forms and Competitive Dynamics
• Global small and medium-sized enterprises
• Global constellations of organizations (i.e., networks)
• Large, focused global firms
• All leading to:
• Spread of autonomous, dislocated teams
• Digitally enabled structures
• Intense global rivalry and running faster while
seeming to stand still
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
11
New Organizational Forms & Management
Challenges (cont.)
New Management Challenges
• Greater diversity
• Greater synchronization requirements
• Greater time-pacing requirements
• Faster decision making, learning and innovation
• More frequent environmental discontinuities
• Faster industry life-cycles
• Faster newness and obsolescence of knowledge
• Risk of competency traps where old competencies no
longer produce desired effects
• Greater newness and obsolescence of organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
12
The Causal Model Driving Change
Macro Changes
and Impacts in
the Environment
New
Organizational
Forms &
Competitive
Dynamics
Management
Challenges in
“A New Time”
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
13
Macro Changes and Impact
Faster Information
Transfer
Digitization
Lower-cost
information storage
and transmission
Geographic
dispersion of the
value chain
Integration of States
and Opening of
Markets
New Org
Dynamics
Globalization of
Markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
14
New Organizational Forms and
Competitive Dynamics
Rise of global
SME’s
Spread of autonomous,
dislocated teams
Rise of global
constellations
Spread of digitally
enabled structures
Rise of large,
focused global
firms
Management
Challenges
More intense
competitive rivalry
More intense
“Red Queen”
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
15
Management Challenges in
“A New Time”
Greater
Synchronization
Requirements
Greater Diversity
Faster decision
making, learning
and innovation
Greater Time Pacing
Requirements
Faster newness
and obsolescence
of knowledge
More frequent
environmental
discontinuities
Greater Risk of
competency traps
Faster industry
lifecycles
Faster newness &
obsolescence of
organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
16
Common Management Responses to
Competitive Pressures
• Running hard, but for all purposes standing still
• Called the Red Queen phenomenon (Alice
Through the Looking Glass, by Lewis Carroll)
• In global competition, what matters is not the
firm’s absolute rate of learning and innovation,
but the relative pace of its development
compared to its rivals.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
17
Toolkit Exercise
What Change Challenges do You See?
Pick an Organization
What are the change challenges you
see it facing?
How well are they doing?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
18
Four Types of Organizational Change
Anticipatory
Reactive
Incremental
Strategic
Tuning
Re-orientation
Adaptation
Re-creation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
19
Types of Organizational Change
A
N
T
I
C
I
P
A
T
O
R
Y
R
E
A
C
T
I
V
E
Incremental/Continuous
Discontinuous/Radical
Tuning
• Incremental and anticipatory
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Redirecting or Reorienting
• Strategic proactive changes based on
predicted major changes in the
environment
• Need is for positioning the whole
organization to a new reality
• Focuses on all organizational
components
• Senior management create sense of
urgency and motivate the change
Adapting
• Incremental changes made in
response to environmental
changes
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Overhauling or Recreating
• Response to a significant
performance crisis
• Need to reevaluate the whole
organization, including its core values
• Focuses on all org. components to
achieve rapid, system-wide change
• Senior management create vision
and motivate optimism
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
20
Nature of the Impact of Change
• Short-term impact/consequences
• Direct and indirect effects
• Moderating factors
• Intermediate impact/consequences
• Long-term impact/consequences
THE LESSON: Planned changes don’t always
produce the intended results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
21
Common Causes of Difficulty with
Organizational Change
• Managers don’t do their analytic homework
• Managers are action oriented and assume others will
see the inherent wisdom in the proposed change
• Managers under or overestimate their own power
and influence (and that of others)
• Managers see transition periods as a cost, not an
investment
• They underestimate the resources & commitment
needed to integrate the human dimensions with other
aspects of the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
22
Common Causes of Difficulty with
Change (cont.)
• Managers are unaware their actions (and those of other key
managers) may be sending conflicting messages
• Managers find human processes unsettling or threatening
• Managers lack capacity (attitudes, skills, and abilities) to
manage complex changes that involve people
• Managers’ critical judgment is impaired due to
overconfidence, under confidence, and/or group think
• Unanticipated external factors can play a huge role
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
23
Four Organization Change Roles
1. Change Initiators
• Identify need and vision
• Act as a champion
2. Change Implementers
• Chart the detailed path forward & make it happen
• Nurture support and alleviate resistance
3. Change Facilitators
• Aids in analysis and issue management along the way
• Provides advice and council
• Sometimes helps smooth the way through helping
resolve issues, alleviate resistance and nurture support
4. Change Recipients
• Those affected by the change who have little input to the
process or content of the organizational change
• Have to alter behaviors to ensure change success
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
24
Toolkit Exercise 1.3
Change Roles in Organizations
Think of a time when you have been involved in change.
What roles did you play? How comfortable were you with
each of those roles?
1. Change Initiator
2. Change Implementer
3. Change Facilitator
4. Change Recipient
How did each of these roles feel? What did you
accomplish in each role?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
25
Characteristics and Skills of the
Change Leader
• Formal change leaders (or agents)
spearhead the change, and may play any or
all of the change roles.
• Informal change leaders can emerge
anytime throughout the change process
• What are the key characteristics and skills of
the change leader?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
26
What’s Required to be a Successful
Change Leader?
• Keen insight into the external environment and skilled
anticipator of what is evolving
• Rich understanding of organizational systems and
processes, power structures and stakeholder networks
• Excellent analytic, interpersonal and communication
skills
• Driving passion for action, yet patient and persistent
• Well-developed sense of timing and tactics
• Ability to assess and manage risk
• An ability to focus on outcomes while also paying very
close attention to process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
27
What’s Required to be a Successful
Change Leader? (cont.)
• Tolerance for ambiguity and risk taking
• Emotional maturity and courage
• Self-confidence and optimism
• Honest and trustworthy
• Capacity to engage others and inspire confidence
• Deep understanding of themselves and their impact
• Curiosity and strong desire to learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
28
Change Leaders Embrace Change
Paradoxes
• Recognize that change leaders sometimes drive change from the
front, while at other times they empower others and stay out of the
way
• Recognize resistance to change is both a problem and an
opportunity
• Focus on the outcomes of change, but are very careful about the
management of the process
• Recognize the tension between “getting on with it” and reassessing
and changing direction
• Capacity to balance patience and impatience
• Recognize the absolute rate of learning is less important than the
relative rate of learning in comparison to competitors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
29
Critical Questions when Considering Change
1. What is the environment telling you prior to, at the
beginning, during and following the implementation
of the change? In particular:
a. What is the broader environment telling you about
future economic, social and technological conditions
and trends?
b. What are your customers or clients (both inside and
outside the organization) telling you?
c. What are your competitors doing and how are they
responding to you?
d. What are the partners within your network doing and
how are they responding to you?
e. What do the people who will potentially be the leaders,
managers and recipients of change want and need?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
30
Critical Questions when Considering Change (cont.)
2. Why is change needed? Who sees this need?
3. What is your purpose and agenda?
• How does that purpose project to a
worthwhile vision that goes to the heart of the
matter?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
31
Critical Questions when Considering Change (cont.)
4. How will you implement and manage the
change?
a.How will you resource the change initiative?
b.How will you select and work with your change
team?
c. How will you work with the broader
organization?
d.How will you monitor progress so that you can
steer, alter speed and course, if necessary?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
32
Critical Questions when Considering Change (con’t.)
5. How will you ensure that you act (and are
seen to act) ethically and with integrity? What
have I learned about change and how can I
remember it for the future? How can I pass on
what I learned?
6. Once the change is completed, what comes
next? The completion of one change simply
serves as the starting point for the next.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
33
Summary
• Need for change often originates in the
external environment.
• Change upsets the internal equilibrium in an
organization and thus may be resisted.
• People can play many different change roles.
• How they play these roles makes a significant
difference!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
34
Appendix 1: Roots of Organizational
Development
• Small group training:
• Focused on creating change by improving self-awareness
and the group’s dynamics
• Survey research and feedback:
• Intervened with sophisticated surveys and analysis to create
the need for change
• Action research:
• Encouraged the use of action, based on research, in
continuous cycles (in essence, learning by doing, followed by
observation, doing and more learning)
• Socio-technical systems:
• Focused on the interaction between the sociological and
technical subsystems of the organization and described
change in more holistic terms
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
35
Organizational Development vs. Organizational Change
Organizational
Development
Based primarily on
psychology
Underlying
Theory & Individual/group functioning
Analytical
framework
Facilitator or process
consultant
Role of
Change
Agent
Change Management
Includes principles and tools from
sociology, information technology and
strategic change theories
Individual/group functioning AND
systems, structures, work processes
(congruence model)
Content expert (organization design
and human performance) AND process
consultant
Member of cross-functional team,
which includes strategists and
technologists
Part of project organization, which
includes client managers/employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
36
Organizational Development vs.
Organizational Change
Organizational
Development
Intervention
Strategies
Change Management
Not directly linked to strategy
Driven by strategy
Focus on one component at
a time
Simultaneous focus on several
components (strategy, human
resources, organization design,
technology)
Normative-re-educative
(change attitudes to change
behavior)
Action-oriented (change behavior
before attitudes)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
37
Positioning the Course
Management
Focused Change
OD / HR Focused
Change
• Re-Structuring
• Re-Engineering
• Re-Design
• Surveys
• QWL Programs
• Hi-Perf Systems
•
•
•
•
•
•
•
•
Visioning
Stakeholder
Analysis
Action Planning
Process Skills
Team Building
Third Party
Intervention
This
Course
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
38
Organizations in Our Complex
World
Chapter Overview
• The goal of the book: develop your ability to initiate and
manage change
• Environmental factors affecting change are outlined: social/
demographic, technological, political, and economic forces
• Four types of organizational change are discussed: tuning,
adapting, reorienting, and recreating
• Four change roles are described: initiators, implementers,
facilitators, and recipients. The terms “change leader” and
“change agent” are used interchangeably and could mean
any of the four roles.
• The difficulties in creating successful change are highlighted
and characteristics of successful change leader are
described.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
Your Experiences with Change
Management
Talk with one another (in small groups)
about your experiences with change
management.
What does this suggest organizational
change management is about?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
3
Organizational Change: Defined
• The intentional and planned alteration of
organizational components to improve
organizational effectiveness.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
4
Organization Components
• Organization components include the organization’s:
• Mission and vision
• Strategy
• Goals
• Structure
• Processes or systems
• Technology
• People
• When organizations enhance their effectiveness, they
increase their ability to generate value for those they
serve
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
5
The “Knowing−Doing” Gap
• Change capability has become a core
managerial competency
• But managers’ abilities to deliver on change
are modest at best
• There is a major “knowing−doing” gap
• Knowing concepts and theories is not
enough
• Managers need to become effective agents
of change, possessing the will and skills to
make positive change happen
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
6
Orientation of the Book
There is a story of two stone cutters:
The first, when asked what he was doing,
responded: “I am shaping this stone to fit into
that wall.”
The second, however, said: “I am helping to
build a cathedral.”
This book is orientated towards those who want to be
builders.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
7
Why is change a Hot Topic?
• Environmental Forces Driving Changes (PESTEL
factors):
• Political Changes
• Economic Changes
• Social, Cultural and Demographic
• New Technologies
• Legal Changes
• Ecological/Environmental Factors
• Turbulence and ambiguity define the landscape for
both the public and private sectors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
8
Toolkit Exercise 1.2
Analyzing Your Environment
Select an organization you are familiar with. What are the key
environmental issues affecting it? List these and their implications
for the organization.
Political Factors
…………… Implications?
Economic Factors
…………… Implications?
Social Factors
…………… Implications?
Ecological/Environmental Factors
Legal Factors
……… Implications?
…………… Implications?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
9
New Organizational Forms & Management
Challenges Due to Environmental Change
Macro Changes and Impact
• Digitization leading to:
• Faster information transmission
• Lower cost information storage and transmission
• Integration of states and opening of markets
• Geographic dispersion of the value chain
• All leading to globalization of markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
10
New Organizational Forms & Management
Challenges (cont.)
New Organizational Forms and Competitive Dynamics
• Global small and medium-sized enterprises
• Global constellations of organizations (i.e., networks)
• Large, focused global firms
• All leading to:
• Spread of autonomous, dislocated teams
• Digitally enabled structures
• Intense global rivalry and running faster while
seeming to stand still
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
11
New Organizational Forms & Management
Challenges (cont.)
New Management Challenges
• Greater diversity
• Greater synchronization requirements
• Greater time-pacing requirements
• Faster decision making, learning and innovation
• More frequent environmental discontinuities
• Faster industry life-cycles
• Faster newness and obsolescence of knowledge
• Risk of competency traps where old competencies no
longer produce desired effects
• Greater newness and obsolescence of organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
12
The Causal Model Driving Change
Macro Changes
and Impacts in
the Environment
New
Organizational
Forms &
Competitive
Dynamics
Management
Challenges in
“A New Time”
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
13
Macro Changes and Impact
Faster Information
Transfer
Digitization
Lower-cost
information storage
and transmission
Geographic
dispersion of the
value chain
Integration of States
and Opening of
Markets
New Org
Dynamics
Globalization of
Markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
14
New Organizational Forms and
Competitive Dynamics
Rise of global
SME’s
Spread of autonomous,
dislocated teams
Rise of global
constellations
Spread of digitally
enabled structures
Rise of large,
focused global
firms
Management
Challenges
More intense
competitive rivalry
More intense
“Red Queen”
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
15
Management Challenges in
“A New Time”
Greater
Synchronization
Requirements
Greater Diversity
Faster decision
making, learning
and innovation
Greater Time Pacing
Requirements
Faster newness
and obsolescence
of knowledge
More frequent
environmental
discontinuities
Greater Risk of
competency traps
Faster industry
lifecycles
Faster newness &
obsolescence of
organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
16
Common Management Responses to
Competitive Pressures
• Running hard, but for all purposes standing still
• Called the Red Queen phenomenon (Alice
Through the Looking Glass, by Lewis Carroll)
• In global competition, what matters is not the
firm’s absolute rate of learning and innovation,
but the relative pace of its development
compared to its rivals.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
17
Toolkit Exercise
What Change Challenges do You See?
Pick an Organization
What are the change challenges you
see it facing?
How well are they doing?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
18
Four Types of Organizational Change
Anticipatory
Reactive
Incremental
Strategic
Tuning
Re-orientation
Adaptation
Re-creation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
19
Types of Organizational Change
A
N
T
I
C
I
P
A
T
O
R
Y
R
E
A
C
T
I
V
E
Incremental/Continuous
Discontinuous/Radical
Tuning
• Incremental and anticipatory
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Redirecting or Reorienting
• Strategic proactive changes based on
predicted major changes in the
environment
• Need is for positioning the whole
organization to a new reality
• Focuses on all organizational
components
• Senior management create sense of
urgency and motivate the change
Adapting
• Incremental changes made in
response to environmental
changes
• Need is for internal alignment
• Focuses on individual
components or sub-systems
• Middle management role
• Implementation is the major task
Overhauling or Recreating
• Response to a significant
performance crisis
• Need to reevaluate the whole
organization, including its core values
• Focuses on all org. components to
achieve rapid, system-wide change
• Senior management create vision
and motivate optimism
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Nature of the Impact of Change
• Short-term impact/consequences
• Direct and indirect effects
• Moderating factors
• Intermediate impact/consequences
• Long-term impact/consequences
THE LESSON: Planned changes don’t always
produce the intended results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Common Causes of Difficulty with
Organizational Change
• Managers don’t do their analytic homework
• Managers are action oriented and assume others will
see the inherent wisdom in the proposed change
• Managers under or overestimate their own power
and influence (and that of others)
• Managers see transition periods as a cost, not an
investment
• They underestimate the resources & commitment
needed to integrate the human dimensions with other
aspects of the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Common Causes of Difficulty with
Change (cont.)
• Managers are unaware their actions (and those of other key
managers) may be sending conflicting messages
• Managers find human processes unsettling or threatening
• Managers lack capacity (attitudes, skills, and abilities) to
manage complex changes that involve people
• Managers’ critical judgment is impaired due to
overconfidence, under confidence, and/or group think
• Unanticipated external factors can play a huge role
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Four Organization Change Roles
1. Change Initiators
• Identify need and vision
• Act as a champion
2. Change Implementers
• Chart the detailed path forward & make it happen
• Nurture support and alleviate resistance
3. Change Facilitators
• Aids in analysis and issue management along the way
• Provides advice and council
• Sometimes helps smooth the way through helping
resolve issues, alleviate resistance and nurture support
4. Change Recipients
• Those affected by the change who have little input to the
process or content of the organizational change
• Have to alter behaviors to ensure change success
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Toolkit Exercise 1.3
Change Roles in Organizations
Think of a time when you have been involved in change.
What roles did you play? How comfortable were you with
each of those roles?
1. Change Initiator
2. Change Implementer
3. Change Facilitator
4. Change Recipient
How did each of these roles feel? What did you
accomplish in each role?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Characteristics and Skills of the
Change Leader
• Formal change leaders (or agents)
spearhead the change, and may play any or
all of the change roles.
• Informal change leaders can emerge
anytime throughout the change process
• What are the key characteristics and skills of
the change leader?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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What’s Required to be a Successful
Change Leader?
• Keen insight into the external environment and skilled
anticipator of what is evolving
• Rich understanding of organizational systems and
processes, power structures and stakeholder networks
• Excellent analytic, interpersonal and communication
skills
• Driving passion for action, yet patient and persistent
• Well-developed sense of timing and tactics
• Ability to assess and manage risk
• An ability to focus on outcomes while also paying very
close attention to process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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What’s Required to be a Successful
Change Leader? (cont.)
• Tolerance for ambiguity and risk taking
• Emotional maturity and courage
• Self-confidence and optimism
• Honest and trustworthy
• Capacity to engage others and inspire confidence
• Deep understanding of themselves and their impact
• Curiosity and strong desire to learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Change Leaders Embrace Change
Paradoxes
• Recognize that change leaders sometimes drive change from the
front, while at other times they empower others and stay out of the
way
• Recognize resistance to change is both a problem and an
opportunity
• Focus on the outcomes of change, but are very careful about the
management of the process
• Recognize the tension between “getting on with it” and reassessing
and changing direction
• Capacity to balance patience and impatience
• Recognize the absolute rate of learning is less important than the
relative rate of learning in comparison to competitors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Critical Questions when Considering Change
1. What is the environment telling you prior to, at the
beginning, during and following the implementation
of the change? In particular:
a. What is the broader environment telling you about
future economic, social and technological conditions
and trends?
b. What are your customers or clients (both inside and
outside the organization) telling you?
c. What are your competitors doing and how are they
responding to you?
d. What are the partners within your network doing and
how are they responding to you?
e. What do the people who will potentially be the leaders,
managers and recipients of change want and need?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Critical Questions when Considering Change (cont.)
2. Why is change needed? Who sees this need?
3. What is your purpose and agenda?
• How does that purpose project to a
worthwhile vision that goes to the heart of the
matter?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Critical Questions when Considering Change (cont.)
4. How will you implement and manage the
change?
a.How will you resource the change initiative?
b.How will you select and work with your change
team?
c. How will you work with the broader
organization?
d.How will you monitor progress so that you can
steer, alter speed and course, if necessary?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Critical Questions when Considering Change (con’t.)
5. How will you ensure that you act (and are
seen to act) ethically and with integrity? What
have I learned about change and how can I
remember it for the future? How can I pass on
what I learned?
6. Once the change is completed, what comes
next? The completion of one change simply
serves as the starting point for the next.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Summary
• Need for change often originates in the
external environment.
• Change upsets the internal equilibrium in an
organization and thus may be resisted.
• People can play many different change roles.
• How they play these roles makes a significant
difference!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Appendix 1: Roots of Organizational
Development
• Small group training:
• Focused on creating change by improving self-awareness
and the group’s dynamics
• Survey research and feedback:
• Intervened with sophisticated surveys and analysis to create
the need for change
• Action research:
• Encouraged the use of action, based on research, in
continuous cycles (in essence, learning by doing, followed by
observation, doing and more learning)
• Socio-technical systems:
• Focused on the interaction between the sociological and
technical subsystems of the organization and described
change in more holistic terms
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Organizational Development vs. Organizational Change
Organizational
Development
Based primarily on
psychology
Underlying
Theory & Individual/group functioning
Analytical
framework
Facilitator or process
consultant
Role of
Change
Agent
Change Management
Includes principles and tools from
sociology, information technology and
strategic change theories
Individual/group functioning AND
systems, structures, work processes
(congruence model)
Content expert (organization design
and human performance) AND process
consultant
Member of cross-functional team,
which includes strategists and
technologists
Part of project organization, which
includes client managers/employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Organizational Development vs.
Organizational Change
Organizational
Development
Intervention
Strategies
Change Management
Not directly linked to strategy
Driven by strategy
Focus on one component at
a time
Simultaneous focus on several
components (strategy, human
resources, organization design,
technology)
Normative-re-educative
(change attitudes to change
behavior)
Action-oriented (change behavior
before attitudes)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Positioning the Course
Management
Focused Change
OD / HR Focused
Change
• Re-Structuring
• Re-Engineering
• Re-Design
• Surveys
• QWL Programs
• Hi-Perf Systems
•
•
•
•
•
•
•
•
Visioning
Stakeholder
Analysis
Action Planning
Process Skills
Team Building
Third Party
Intervention
This
Course
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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