Managing Organizational Change and Learning

Managing Organizational Change and Learning

A Proactive Behavior

Why is it Important to Adapt to Change?

Individuals, teams, or organizations that do not adapt to change in timely ways are unlikely to survive.

Adapting to Change Individuals, teams

and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to manage it, will be the most successful.

What is Change?

Coping process of moving from a unsatisfactory present state to a desired state

Reacting to Change

Unplanned “Fire fighting”

Principles of learning Unfreezing old learning Movement to new learning Refreezing the learned behavior

Learning Principles and Change

An intervener who… Brings a different perspective to a

situation Challenges the status quo (position)

The success of a change program rests heavily on… The relationship between the change

agent and key decision makers

Change Agents

Types of Change Agents

External-InternalInternal External

Why People Resist Change

Rational or irrational reaction to Uncertainty Actual, perceived, or imaged threats

Parochial self-interest Misunderstanding Lack of trust Different assessments Low tolerance for change

Reducing Resistance to Change

Employee resistance can be reduced by utilizing: Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and cooptation Explicit and implicit coercion

Model for Managing Change

Forces for change

Environmental• Market• Technology• ResourcesInternal• Behavior• Processes

Performanceoutcomes

OrganizationalGroupIndividual

Diagnosis of the problem

InformationParticipationChange agent

Selection ofappropriateintervention

StructuralSkill/attitudeBehavioral

Limiting Conditions

Leadership climateFormal organizationOrganization culture

Implementation

TimingScopeExperimentation

Evaluationof methodFeedbackAdjustmentRevisionReinforcement

Affect EncourageLeads

to

Followedby

Provisionfor

FeedbackFeedback

1 2 3 4

5 6 7

Forces for Change

Environmental Forces Economic Technological Social/political

Internal Forces Process problems Behavioral problems

Diagnosis of a Problem Change agents facilitate a diagnosis

Gathering, interpreting, and presenting data There is no formula for accurate diagnosis

Questions that can point to the right direction: What is the problem, as distinct from the

symptoms of the problem? What must be changed to resolve the problem? What outcomes (objectives) are expected

from the change? How will those outcomes be measured?

Data Collection Process & Techniques

Processes and techniques… Questionnaire Direct observation Interviews Workshops Examination of

documents and records

Intervention

Intervention –

A specific action or program undertaken to focus the change process on particular targets.

Depth & Approach of Change

Depth of intended change Scope and intensity of organizational

change efforts Approaches to achieving change

Structural Behavioral Technological

Alternative Change Techniques Structural Change

Change the nature of jobs Change the bases for departmentalization Change line-staff relationships

Behavioral Change Team building Diversity training

Technological Change New ways of transforming resources

into products or services

Technological Change Techniques

Flexible manufacturing

systemsAutomation

Robotics Wireless Connectivity

High-Tech Disappointments

High-tech changes often disappoint Structural changes not implemented Behavioral changes lacking

Employee training Compensation Management style

Anticipated Outcomes of Change

Initiator of change: internal and/or external change agent

Structural changes

Behavioral changes

Technological changes

RoboticsAutomationWireless connectivity

Team buildingCross-cultural understandingManaging diversity

Work simplificationJob enrichmentJob descriptionDepartmentalization

CommunicationsAttitudesSelf-awarenessProblem solving

EfficiencyOutputQuality

SatisfactionMoralePerformance

Appreciative Inquiry A method of focusing on and bringing about

positive change Uses metaphors and narratives to strengthen an

individual or organization’s ability to anticipate, seize, or initiate positive potential

A positive approach to change that completely lets go of problem-based management

Individual engagement to bring about creative solutions

Framework for Appreciative Inquiry

1

Discovery Phase

Identifying everything that is the

best of “what is”

2

Dreaming Phase

Thinking about what

the “possibilities”

are

3

Designing Phase

Discussing and

analyzing what

“should” be

4

Delivery Phase

Creating clear

objectives of “what is

going to be”

Trends in Organizational Change

Downsizing Empowerment

Virtual JobsFlextime

Limiting Conditions Selection of a change technique…

Based on diagnosis of the problem Tempered by the conditions at the

time an intervention is to occur

Conditions to consider… Leadership climate The formal organization The organizational culture Resistance to change

Implementing & Evaluating Change

The implementation of proposed change has two dimensions: Timing — when to make the change Scope — how much change to make

Feedback should be solicited during the monitoring phase It helps determine the success of the

change

Ethical Issues of Change

Change itself is not unethical It creates opportunities for unethical

behavior

Ethical choices are always guided by the underlying values of management Employ and empower managers

who create and foster a culture that encourages ethical behavior

Guidelines for Managing Change

Everyone involved must have… High and visible commitment to the effort Advance information that lets them know what is

to happen and why they are being asked to do what they are to do

The change effort… Must connect to other parts of the organization,

especially evaluation and reward systems Should be directed by line managers and

assisted by a change agent, if necessary

Guidelines for Managing Change For a change to be effective…

The effort must be based on good diagnosis and consistent with the conditions in the organization

Management must remain committed to the effort through all its steps

Evaluation is essential and must consist of more than asking people how they felt about the effort

People must see the connection between the effort and the organization’s mission and goals

Change agents, if used, must be competent and perceived as such

The Learning Organization Learning is a key ingredient in…

Growing Becoming more effective Becoming more socially responsible Sustaining the business’s value

proposition

A Learning Perspective Scanning the environment Performance issues Metrics Experimental philosophy Transparency Education Operational variety Multiple advocates Engaged leaders and role models

Manager’s Role in Learning Organizations

Managers who also lead can create or contribute to the learning environment Build a commitment

to learning Work to generate

ideas with impact Work to generalize

ideas with impact

Manager’s Role in Learning Organizations

Sustaining a learning organization requires A commitment to learning Generation & implementation of creative ideas Building cohesive teams Fostering collaboration and support

What is learned must be implemented in order to execute a change Managers must be decisive and action

oriented

Converting a Traditional Organization

Change the way information and experienced are used Change the way information is sought,

used, stored and reviewed Information must be shared, available,

and transparent Actively work to make information, new

ideas, and creativity part of the culture

Planned Change

Results from deliberate attempts by managers to improve organizational operations

Unfreeze

Change

RefreezeThree Phases of Three Phases of Planned ChangePlanned Change

Unfreezing

Help people accept that change is needed because the existing situation is not adequate

Changing

Involves rearranging of current work norms and relationships to meet new needs

Refreezing

Reinforces the changes made so that the new ways of behaving become stabilized

Steps in the Planned Change Process

Recognize the need for change

Diagnose and plan change

Manage thetransition

Measure resultsMaintain change

Model of Planned Change

By Permission: Porres & Silvers (1991)

Model of Planned Change – 2

Porras & Silvers Model:1. Change intervention (two categories):

Organization transformation Organization development

2. Organizational target variables: Vision (beliefs, purpose, mission) Work setting (organizing arrangements,

social factors, technology, physical setting)

Model of Planned Change – 3

Porras & Silvers Model:3. Individual organizational member:

Cognitive change (four types): Alpha change Beta change Gamma (A) change Gamma (B) change

Behavior change

Model of Planned Change – 4

Porras & Silvers Model:4. Organizational outcomes:

Improved organizational performance Enhanced individual development

Managing the Planned Change Process

Improving the organization’s ability to cope with unplanned changes that are thrust upon it

Modifying employee’s attitudes and behaviors to make them more effective contributors to the organization’s goals

Initiating the Planned Change Process

Recognize the need for change Diagnose and plan change Formulate Goals Determine stakeholders’ needs Examine driving and restraining

forces

Force-Field Analysis

Process of analyzing the forces that drive change and the forces that restrain it

Driving Forces Factors that

push toward the new, more desirable status quo

Restraining Forces Factors that

exert pressure to continue past behaviors or to resist new actions

Managing the Planned Change Process

Consider contingencies to determine the best interventions

Manage the transition Measure results Maintain change