Working organizational issues: The six modes of change

1
Working organizational issuesThe six modes of
change
MPA 8002 The Structure and Theory of Human
Organization Richard M. Jacobs, OSA, Ph.D.
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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
issue
as
resolutions
as
solution
...not reframing (Bolman Deal, 1997)
5

• by possessing an over-riding concern for...

virtue
technique
not
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
inve ntive
assertive
evaluative
influential
emergent
9
The analytic mode of change and its directions...
analytic
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
establish
mythic
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 groups values
persuade
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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).
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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 individuals ability to diagnose the
complexities impacting the organizational reality.
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• However, managing/leading an organization
  successfully also involves a style (McWhinney,
  et al., 1997)...

that is, an individuals typical choice when
utilizing one of the six modes of change (p. 42)
to engage others in working the problems toward
resolution.
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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
Explicit responsibilities, time, and resource
assignments
Planning Style
Referee disputes, solve problems, and move forward
Conflict management
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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
Optimization by equalizing the assignment of work
and benefits over time
Planning Style
Negotiate with participants to identify win-win
values and to inculturate them
Conflict management
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
Expansive, search-oriented efforts to seize
advantages afforded by opportunities
Planning Style
Explore possible solutions by creatively
reframing rather than solving problems
Conflict management
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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
Autocratic, based on leaders long-term vision
Planning Style
Establish a solution or creatively redefine issue
Conflict management
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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
Protects the power-value status quo by
maintaining or radically reforming the game
Planning Style
Mediate disputes to solidify the power base
around established and valued positions
Conflict management
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The inventive mode of working problems...
mythic
sensory
Leadership role and focus
To materialize ones personal visions in the real
world
Organizing style
Charismatic and evolving toward a task hierarchy
Highly flexible with a strong achievement drive
Planning Style
Destroy power base of opposition stress group
goal in order to subordinate dispute
Conflict management
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• 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
  members 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).
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The interactions of leader and member realities...
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
FOLLOWER
FOLLOWER
unconstructive
unconstructive
sensory
Team members reality
COLLEAGUE
acquiescent
unconstructive
INDEPENDENT
social
unwilling follower
reactive
involved
TEAM MEMBER
mythic
user
user
learner
INDEPENDENT
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Particularly (pure) constructive matches...
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual experiences certitude, that is,
unless other team members express fear that the
leaders beliefs are heretical.
FOLLOWER
sensory
Team members reality
social
mythic
34
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual strongly supports a charismatic
leaders efforts but strongly opposes calls for
radical change.
FOLLOWER
sensory
Team members reality
social
mythic
35
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual gives authority to the leader
based upon the leaders expertise not the person
of the leader.
sensory
Team members reality
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.
sensory
Team members reality
INDEPENDENT
social
mythic
37
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
This individual uses organizational resources to
achieve personal self-interests. A mythic
individual is likely to respect a strong sensory
leader.
social
mythic
INDEPENDENT
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Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
This individual trusts the leader, cooperates
with the leader, and has good communication with
the leader.
social
TEAM MEMBER
mythic
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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.
sensory
Team members reality
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.
sensory
Team members reality
social
mythic
41
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
This individual accepts power and rules as long
as they work.
sensory
Team members reality
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 leaders ideas and
values.
sensory
Team members reality
unconstructive
social
mythic
43
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
This negative individual usually reacts to and
counters leadership efforts.
social
reactive
mythic
44
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
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
This individual opposes the leader, unless the
leader is strongly facilitative. In this
instance, this individual will strongly support
the leader.
sensory
Team members reality
social
involved
mythic
46
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
social
This individual uses the leader as a channel to
power or as a front for the individuals
self-interests.
mythic
user
47
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
social
This individual uses the leader as a support for
ones own development.
mythic
user
48
Managerial/leadership reality
unitary
sensory
social
mythic
unitary
sensory
Team members reality
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 ones trust and
willingness to accept direction
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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...
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References

• Emery, F. E., Trist, E. L. (1965). The causal
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• Gallie, W. B. (1968). Philosophy and the
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• Lawrence, P. R., Lorsch, J. W. (1967).
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  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.

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• Schein, E. H. (1990). Organizational culture.
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• Schein, E. H. (1992). Organizational culture
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• Sergiovanni, T. J. (1986). Understanding
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• Simon, H. A. (1945/1997). Administrative
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• Weick, K. E. (1979). The social psychology of
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• Weick, K. E. (1995). Sensemaking in
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