Title: BMG 899J3 Leadership and Change Semester 1 200607 MBA Part Time
1BMG 899J3 Leadership and Change Semester 1
2006/07MBA Part Time
- Psychological Perspectives
- Developing People and Organisations
2Lecture Structure
- Levels of Change and Development in
Organisations? - (Individual Team Organisation)
- Organisational Development (OD)
- Definitions and Underlying Assumptions of OD?
- How does OD work
- OD Approaches
- OD Techniques (Families of OD techniques
innovative techniques) - Final Thoughts on the OD approach to
Organisational change? - Summary and Conclusions
3Understanding theLevels of Change in
Organisations
- Systems thinking important when viewing
organisation change an Organisation is a
totality of component parts - Useful to examine and analyse change in the
various components - Three overlapping levels
- (Inter) Individual
- (Inter) Group
- (Inter-organisation) Total system
4Understanding the Levels of Change in
OrganisationsIndividual Level
- Change often brought about at the individual
level through - Recruitment, Selection, Replacement and
Displacement - Training and Development
- Coaching and Counselling
- Individual Responses to Change
5Quick Activity
- Write down how you might typically feel when
changes are initially mentioned in an
organisation where you work?
- Fear and trepidation
- Resentment
- Scepticism
- Here we go again
- or
- Happiness
- Potential opportunity
- About time
- Others
6Levels of Change in OrganisationsIndividual Level
- Change often brought about at the individual
level through - Recruitment, Selection, Replacement and
Displacement - Training and Development
- Coaching and Counselling
- Individual Responses to Change
- Resisted (Blind, Political or Ideological) or
embraced? - All change is a loss experience
- People need opportunity to discuss and deal with
their feelings
7Levels of Change in OrganisationsIndividual Level
- Psychological Reaction to Change
Internalisation Reflection Learning
Mood
Denial
Consolidation
Awareness Shock
Depression
Testing
Letting go Acceptance of reality
Time
Source Hayes, J. (2002)
8Levels of Change in OrganisationsGroup Level
- Change often brought about at the group level
through - Team Building
- Self Directed Groups
- Importance of Inter-group relationships
- Group Responses to Change
- Resistance through
- Turf Protection and Competition
- Closing Ranks
- Changing Allegiances and or ownership
- Demanding New Leadership
9Levels of Change in Organisations
Organisational Level
- Classic Definitions if Organisational Development
(OD) - An effort which is Planned, Organisation-wide and
Managed from the Top, to Increase organisation
effectiveness and health through Planned
intervention in organisations processes, using
behavioural science knowledge Beckhard and
Harris 1987 - A long range effort to improve an organisations
problem solving and renewal processes,
particularly through more effective and
collaborative management of organisation culture
with special emphasis on the culture of formal
work teams with the assistance of a change
agent or catalyst, and the use of the theory and
technology of applied behavioural science.
French and Bell, 1999
10What are the aims of OD?
- Enhancing congruence between organisational
structure, processes, strategy, people and
culture - Developing new and creative organisational
solutions - Developing organisations self-renewing capacity
Beer, 1980
11Quick Activity
- Can you think of any Organisations (or
Individuals) that have displayed self renewal
properties recently?
12Underlying Assumptions of OD (Importance of
People)
- Individuals attitudes to work and resultant work
habits are reactions to how they are treated and
not linked to their intrinsic personality - Work organised around peoples needs as well as
organisational requirements produces higher
quality and productivity
13Underlying Assumptions of OD (Importance of
People)
- 3. Most individuals seek challenging work and
desire responsibility for accomplishing
organisational objectives to which they are
committed - 4. The basic building blocks of organisations are
groups of people therefore basic units of
change are also groups
14 Underlying Assumptions of OD
- Organisation Culture tends to suppress open
expression of feelings which adversely affects
problem solving, personal growth, and work
satisfaction - 6. Groups which learn to give feedback to
members in a constructive way facilitate
individual growth
15Underlying Assumptions of OD
- 7. When change is introduced it will be most
effective if the groups and individuals involved
have a sense of ownership in the process - Basic value of all OD theory and practice is that
of choice. Through the collection and feedback of
relevant data made available by trust, and
openness more choice becomes available to the
organisation, and to the individual, and hence
better decisions can be made.
16How does OD Work? OD Approaches and Techniques
- OD Processes
- Lewins Three Phase OD Model
- The Action Research Approach
- OD Intervention Techniques (the action component)
- Just one component of the OD formula sets of
structured activities in which selected
organisational units (target groups or
individuals) engage in a task or a sequence of
tasks with the goals of organisational
improvement and individual development (French
and Bell, 1999) - Families of OD interventions
17How does OD Work? Lewins 3 Phase OD Model
UNFREEZING Resistance to change lessened, need
for change created (Equilibrium disturbed)
MOVING From old behaviour to the new (Changes)
REFREEZING Change made permanent
18How does OD Work? Reviewing Lewins 3 Step Model
- Main criticisms
- Too Simplistic and mechanistic assumptions
regarding organisational stability organisations
are never frozen (Kanter et al, 1992 10) - Suited only for small sale incremental and
isolated change - Ignores power and politics
- Top down approach ignores bottom-up change
- But
- Recent support for model from Burnes (2004) (See
article on website)
19How does OD Work?Action Research Philosophy
- Change needs both action and research focus
- Action orientation
- Solve problems and change the organisational
system - Research orientation
- Concepts guide the change
- Data needed to diagnose problem, identify
intervention, evaluate change
20How does OD Work?The Action Research process 1
Establish Client- Consultant Relations
Diagnose Need for Change
Disengage Consultants Services
Source McShane 2004
21How does OD Work? The Action Research Process 2
PRESENT STATE (1a) Diagnose current situation
FUTURE STATE (1b) Develop a vision for change
(5) Assess and reinforce change
THE CHANGE AGENT
(2) Gain commitment to the vision
(4) Implement change
(3) Develop an action plan
JOURNEY TO THE FUTURE
Source Senior and Fleming 2006 353
22How does OD Work?Intervention Techniques (the
action component)
- Families of OD Interventions (See French and
Bell, 1999 151 for details) - Diagnostic activities
- Team-building activities
- Inter-group activities
- Survey Feedback activities
- Education and training activities
- Techno-structural or structural activities
- Process consultation activities
23How does OD Work?Intervention Techniques (the
action component)
- Families of OD Interventions
- 8. Grid organisation development activities
- 9. Third-Party peacemaking activities
- 10. Coaching and counselling activities
- 11. Life and career planning activities
- 12. Planning and goal setting activities
- 13. Strategic management activities
- 14. Organisational transformation activities
24How does OD Work?Intervention Techniques (More
Recent Techniques)
- Appreciative Inquiry
- Approach to organisational change based on
strengths rather than weaknesses, on a vision of
what is possible rather than an analysis of what
is not (Barrett and Cooperrider, 1990) - Directs the groups attention away from its own
problems and focuses participants on the groups
potential and positive elements. - Reframes relationships around the positive rather
than being problem oriented
25How does OD Work?Intervention Techniques (More
Recent Techniques) Appreciative Inquiry Process
26How does OD Work?Intervention Techniques Group
ExerciseAppreciative Inquiry Process at BBC
- Suggest some reasons why AI appeared to work well
at the BBC? - Would such a change technique work in
organisations where you have worked previously - Why / Why not?
27(No Transcript)
28Individual and Group ExerciseAppreciative
Inquiry Process at BBC
- Positive frame of reference used from start
Whats good rather than whats wrong - BBC Cultural traditions Journalistic, creative,
critical, challenging convention, analytical -
(more open to change?) - Useful future orientated titles for programmes
Making it happen and Just imagine - Three simple questions
- Most creative experience
- Conditions to facilitate
- How to perpetuate this
- Pilots used
- Made group ownership possible
- Effective and popular leader involved
29How does OD Work?Intervention Techniques (More
Recent Techniques)
- Open-space Technology
- Whoever comes are the right people
- Whatever happens is the only thing that could
happen - Whenever it starts is the right time
- When it is over it is over
- The law of two feet
- Future Search Conference
- Looking at the past, present and future
- Developing of ideal future scenarios
- Find common ground
- Develop shared vision
- Action list for the individual, group, whole
organisation
30How does OD Work?Intervention Techniques (More
Recent Techniques)
- Parallel Learning
- Highly participative social structures
- Members representative across the formal
hierarchy - Sufficiently free from firms constraints
- Develop solutions for organizational change which
are then applied back into the larger organization
31Parallel Learning Structures
Parallel Structure
Organisation
32How does OD Work?Final Thoughts on OD
- Get participation
- Successful change is inevitably a participative
process. Crucial question who owns the problem?
Cannot change others much if you believe change
is only for them and not for you - Get resources
- First of all, time to think
- Second, OD advice and help
- Third, backing of senior and top management for
implementation - Start small, but start real
- Start with pilot success of first test should
be visible to all and easily communicated
33Summary and Conclusions
- Change and Development can be understood on three
main levels - OD a large scale plan to change total
organisation - Many diverse techniques employed to bring about
Organisational Development - But need to understand the messy complex nature
at all levels
34Reading and References
- Beckhard, R and Harris, R.T. (1987)
Organisational transitions Managing Human
Assets, Free Press New York. - Beer, M. (1980) Organisation Change and
Development, Goodyear Santa Monica - Burnes, B. (2004) Kurt Lewin and the planned
approach to change a reappraisal, Journal of
management Studies, 41 (6) 977-1002 (included on
module website) - Cooperrider and Srivastra (1987) Appreciative
inquiry into organisational life, in, Research
in Organisational Change and Development, Pasmore
and Woodman (eds) Vol.1 JAI Press. - French, W.L. and Bell, C.H. (1999) Organisation
Development, Behaviour Science interventions for
Organisational Improvement, Englewood Cliffs
Prentice Hall. - Hayes, J. (2002) The Theory and Practice of
Change Management, Basingstoke Palgrave. - McShane, S.L. (2004) Canadian Organizational
Behaviour (Fifth Canadian Edition), Toronto,
McGraw-Hill Ryerson Limited. - Kanter, R.M., Stein, B.A. and Jick, T.A. (1992)
The Challenge of Organisational Change, New York
Free Press. - Senior, B (2002) Senior, B. (2002) Organisational
Change, London Prentice-Hall.