organisational change and orgn culture

7/31/2019 Organisational Change and Orgn Culture

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People Culture

StrategyTask

Design

Technology


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Working

Group

Potential

team

Realteam

High

Performance

team

Team Effectiveness

Perform

- ance

Impact


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Change

Management

Changing People

Behaviour

(Survey feedback,teamBuilding,Process

Consultation,QWL)

Changing

Culture

(High Performance

High Commitment Work

Systems,Learning

Organization)

Changing Task

And

Technology

(Job redesign,Socio-technical

Systems,Quality Circles,

Re-engineering,TQM)

Changing

Organization

Design

(CollateralOrganisation,

Matrix and

Network Orgn


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s ng e ange ee : a n ene s

The change wheel enables a management team to:establish the priorities for management ofstrategic and operational change in the business,and the role of new science inspired initiatives;

coordinate and integrate the various changeinitiatives in an organization;benchmark the process made in changeinitiatives and capture the emerging lessons;balance the efforts made and resources devotedto change initiatives in accordance with theirpriorities and inter-relationships;link change initiatives tightly to the Future Stepstrategic review process.
http://www.1000ventures.com/business_guide/crosscuttings/change_management.htmlhttp://www.1000ventures.com/business_guide/mgmt_strategic_futurestep.htmlhttp://www.1000ventures.com/business_guide/mgmt_strategic_futurestep.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/change_management.html


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13/29The McGraw-Hill Companies, Inc., 2000Irwin/McGraw-Hill

Organization Culture

Each organization has a unique culture that

distinguishes it from all others.

Changes should support rather than challenge the

organizations culture.


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I. "There is Nothing So Practical as a GoodTheory:" Lewin's Change Model Elaborated

The power of Lewin's theorizing lay not in a formal

propositional kind of theory but in his ability to build"models" of processes that drew attention to the rightkinds of variables that needed to be conceptualizedand observed.

Lewin's basic change model of unfreezing, changing, andrefreezing to be a theoretical foundation .The key, of course,

was to see that human change, whether at theindividual or group level, was a profound psychological

dynamic process that involved painful unlearning withoutloss of ego identity and difficult relearning as one

cognitively attempted to restructure one's thoughts,perceptions, feelings, and attitudes.


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Team Building

Force Field Analysis

Concept

Force field analysis is a management technique developed by Kurt Lewin, apioneer in the field of social sciences, for diagnosing situations. It wilk beuseful when looking at the variables involved in planning and implementing achange program and will undoubtedly be of use in team buildingprojects,when attempting to overcome resistance to change.Lewin assumes that in any situation there are both driving and restrainingforces that influence any change that may occur.

Driving ForcesDriving forces are those forces affecting a situation that are pushing in aparticular direction; they tend to initiate a change and keep it going. In termsof improving productivity in a work group, pressure from a supervisor,incentive earnings, and competition may be examples of driving forces.

Restraining ForcesRestraining forces are forces acting to restrain or decrease the driving forces.Apathy, hostility, and poor maintenance of equipment may be examples ofrestraining forces against increased production. Equilibrium is reached whenthe sum of the driving forces equals the sum of the restraining forces. In ourexample, equilibrium represents the present level of productivity.


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2. Induction of Guilt or Survival Anxiety

In order to feel survival anxiety or guilt, wemust accept the disconfirming data as valid and

relevant. What typically prevents us from doingso, what causes us to react defensively, is asecond kind of anxiety which we can call"learning anxiety," or the feeling that if we allowourselves to enter a learning or change process,if we admit to ourselves and others thatsomething is wrong or imperfect, we will loseour effectiveness, our self-esteem and maybeeven our identity.


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3. Creation of Psychological Safety or Overcomingof Learning Anxiety:

The true artistry of change management lies in thevarious kinds of tactics that change agents employto create psychological safety. Working in groups,creating parallel systems that allow some relief

from day to day work pressures, providing practicefields in which errors are embraced rather thanfeared, providing positive visions to encourage thelearner, breaking the learning process into

manageable steps, providing on-line coaching andhelp all serve the function of reducing learninganxiety and thus creating genuine motivation tolearn and change.


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4. Cognitive RedefinitionIt is a process of "cognitive restructuring," which

has been labeled by many others as frame brakingor reframing. It occurs by taking in newinformation that has one or more of the followingimpacts: 1 ) semantic redefinition--we learn thatwords can mean something different from what

we had assumed; 2) cognitive broadening--welearn that a given concept can be much morebroadly interpreted than what we had assumed;and 3) new standards of judgment or evaluation--

we learn that the anchors we used for judgmentand comparison are not absolute, and if we use adifferent anchor our scale of judgment shifts.


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5. Imitation and Positive or DefensiveIdentification with a Role Model

Cognitive re-definition occurs when the learner hasbecome unfrozen, i.e. motivated to change, and has,therefore opened him or herself up to new information.The next question to address, the is how the newinformation comes to the learner?

Defensive identification is a rarer process that occurswhen the learner is a captive in a hostile environmente.g. prison guards, authoritarian bosses or teachers.The process was first described in relation to Nazi

Concentration Camps where some prisoners took onthe values and beliefs of the guards and maltreatedfellow prisoners. In the face of severe survival anxiety,for some learners "identification with the aggressor"was the only solution.


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6. Scanning: Insight or Trial and Error LearningChange agents such as process consultants or non-directivetherapists count on such insights because of the assumptionthat the best and most stable solution will be one that the

learner has invented for him or herself. . For change to remainmore stable it must be "refrozen."

7. Personal and Relational Refreezing

The main point about refreezing is that new behavior must beto some degree congruent with the rest of the behavior and

personality of the learner or it will simply set off new rounds ofdisconfirmation that often lead to unlearning the very thing onehas learned. The classic case is the supervisory program thatteaches individual supervisors how to empower employees andthen sends them back into an organization where the culture

supports only autocratic supervisory behavior. Or, in Lewin'sclassic studies, the attempt to change eating habits by using aneducational program that teaches housewives how to usemeats such as liver and kidneys and then sends them back intoa community in which the norms are that only poor folks whocan't afford good meat would use such poor meat.


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II. "You Cannot Understand a System Until You Tryto Change It:" Process Consultation and ClinicalResearch

It is a mode of inquiry which is helpful and offers very lowkey inquiry oriented diagnostic interventions designed tohave a minimal impact on the processes being inquiredabout.

Process consultation as a philosophy acknowledges thatthe consultant is not an expert on anything but how to behelpful, and starts with total ignorance of what is actuallygoing on in the client system. One of the skills, then, ofprocess consulting is to "access one's ignorance," to let go

of the expert or doctor role, and get attuned to the clientsystem as much as possible. The Conceptual Core ofthe Course: Diagnosis as Initial Intervention andProcess Consultation as a Change Strategy.


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Resistance as Feedback

1. Denial

Denial may be the most common and the most frustrating form of

resistance. It is hard to read the meaning of denial. People denyproblems when they actually don't see them and when they do but

are afraid to tackle problems. People deny problems posed by

others for many reasons. These include: competitive feelings,

discomfort with the authority of others, and loyalty to a third party

who doesn't want the problem-poser to succeed. Denial tends to be

a passive form of resistance, whose precise meaning often remains

hidden from both sides.

2. Lack of Motivation:When many lack motivation, not just one

individual, however, it is unreasonable to characterize them as lazy,stupid or obstinate.The problematic relationship highlighted by an

unmotivated work force may not be with a particular manager or

colleague. Rather, the problem may be with upper management or

with unexamined company policy. The problem may be caused by aunion.


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Causes of Resistance

1. Preserving what is presently valued

2. Feeling out of control

3. Threats to dignity, respect, and autonomy

4. Genuine misunderstandings

5. Genuine conflict of interest

6. Struggles over power and control7. Treating opposition as non compliance

8. Illegitimate authority

9. Problems in the larger organizational

context


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Qualities of Resistance

1. Direct and active vs. indirect and passive

2. Flexibility vs. rigidity3. Situational vs. chronic resistance

Responding to Resistance: Developing and Repairing

Partnerships Anticipate resistance

Explore the problems for which resistance provides

feedback

Join and validate the resistance, thus empowering those

who resist

Form a partnership to solve the problem addressed by the

resistance

Problem solving

organisational change and orgn culture

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