Chapter 7 Implementing Change:

1. Chapter 7 Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship,and Sense-Making Approaches

2. Images of Managing Change Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Note: The caretaker and nurturer images are not well addressed in the literature because the assumption is that change managers receive rather than initiate change 7-2

3. Organization Development Informed by theories of Lewin, Herzberg, Maslow, Argyris, … It has been the fundamental basis of the change field for a number of years Change is planned, incremental and participative Outcomes are focused on the improved effectiveness of the organization Long-term focus Based upon action research Emphasis on changing the attitudes and behaviors of people Top-down focus Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-3

4. Organization Development ODemphasises on a core set of values: Humanistic values --- openness, honesty, integrity Democratic values --- social justice, freedom of choice, involvement Developmental values --- authenticity, growth, self-realization Change should benefit not just the organization but the people who staff them Are OD values universal? Criticism: The problem of subjectivity. The problem of business strategy. Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-4

5. Organization Development Typical OD steps: Problem identification Consultation with an OD practitioner Data gathering and problem diagnosis Feedback Joint problem diagnosis Joint action planning Change actions Further data gathering and evaluation Classic OD: Lewin’s change process Unfreezing: establishing the need for change Movement: change Freezing: integration of the changes into the system Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-5

6. Appreciative Inquiry Shows a shift from problem solving to joint envisioning of the future Seeks to identify what is currently working best to build on this knowledge to help develop and design what might be achieved in the future Involves a four-step technique. Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-6

7. Appreciative Inquiry Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Four-D Model By GEM Initiative (Mohr and Magruder Watkins, 2001) 7-7

8. Positive Organizational Scholarship Emerged in the early 2000s It encompasses approaches such as Appreciative Inquiry and others including positive psychology and community psychology. Centres on the positive aspects of organizational life. It can be considered a coaching method to assist organizations. It extends rather than replace the problem-solving approaches i.e. the integration of the positive and negative aspects. Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-8

9. Sense-Making Approach It challenges three key assumptions of change: Inertia: On the contrary, organizations undergo constant adjustments to better fit changing circumstances The need for a standardized change program Unfreezing: as organizations are in a constant state of flux, they require freezing to analyse change – not unfreezing to begin the process of change The best Change sequence is as follows: Freeze Rebalance Unfreeze Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 7-9