Organizational Change 2

1. Organizational Change 2 Steven E. Phelan, November, 2008

2. Controlling Approaches to Change

3. Change Management Approach • Focuses on strategic, intentional and usually large-scale change • Entails following a variety of steps; the exact steps vary depending upon the model used • Belief that achieving organizational change is possible through a coordinated and planned approach

4. Some Systems • Ten Steps • Define the vision • Mobilize • Catalyze • Steer • Deliver • Obtain participation • Handle emotions • Handle power • Train and coach • Actively communicate • 12 Actions • Get support of key power groups • Get leaders to model change behavior • Use symbols and language • Define areas of stability • Surface dissatisfaction • Promote participation • Reward behavior that supports change • Disengage from the old • Communicate image of future • Use multiple leverage points • Develop transition mgt arrangements • Create feedback

5. Some More Systems • 10 Commandments • Analyze the need for change • Create a shared vision • Separate from the past • Create a sense of urgency • Support a strong leader role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate and involve people • Reinforce and institutionalize change • Eight-step model (Kotter) • Establish the need for urgency • Ensure there is a power change group to guide the change • Develop a vision • Communicate the vision • Empower staff • Ensure there are short term wins • Consolidate gains • Embed the change in the culture

6. Exercise • Compare and contrast the various steps in these models. What is left out of different models? • Create your own composite model. • Is there a preferred sequence of steps? Why? • Identify the key management skills associated with each step • Which ones are you strongest on? Weakest on? • In your experience: • Which steps have been best handled? • Worst handled? Why?

7. Processual Approach • Views change as a continuous process which unfolds differently depending upon the time and the context • It sees the outcome of change as occurring through a complex interplay of different interest groups, goals, and politics. Only some outcomes will be able to be achieved given the “messiness” of change • This approach does not provide a list of “what to do” steps as in the change management approaches. • Rather it alerts the change manager to the range of influences which they will confront and the way in which these will lead to only certain change outcomes being achieved

8. Rules of thumb for change agentsShepard (1975) • Stay alive • Learn to greet absurdity with laughter • Use your skills, emotions, labels, and positions don’t be used by them • Don’t get trapped in other people’s games • Start where the system is • Understand how others see themselves (empathy) • Never work uphill • Work in the most promising arenas • Don’t build hills as you go • Build resources • Don’t over organize • Don’t argue if you can’t win • Don’t drift – remain focused on your purpose

9. More rules of thumb • Light many fires • Load experiments for success • Innovation requires a good idea, initiative, and a few friends • Find the people who are ready and able to work, introduce them to one another, and work with them • Those who need to rebel or submit are not reliable partners • Keep an optimistic bias • Capture the moment • timing is everything

10. Quinn’s logical incrementalism • Key propositions • Proceed experimentally and flexibly • Conceal true goals and intentions • Build awareness and credibility to legitimize new viewpoints • Tactical shifts, partial solutions • Use serendipity to promote supporters, replace opponents, fund pet projects • Broaden political support and overcome opposition • Encourage others to trial new ideas and create pockets of commitment (but don’t be associated with failure). • Why is this a processual view of change?

11. Shaping Approaches to Change

12. Organization Development • Values • Humanistic • Openness, honesty, integrity • Democratic • Social justice, freedom of choice, involvement • Developmental • Authenticity, growth, self-realization

13. History of OD • T-groups (Lewin, 1946) • Training groups – a form of group therapy • Socio-technical systems • Tavistock Institute • Focus on social teams and industrial democracy • Surveys with Likert scales from 1946 • Often used for diagnosis of organizational climate and post-intervention • Participative Action research • A Plan-Do-Check-Act cycle that involves those who are affected by the changes

14. Role of OD practitioner • Steps • Problem identification • Consultation/collaboration with OD consultant • Data gathering and problem diagnosis • Feedback • Joint problem diagnosis (with group) • Joint action planning (with group) • Change actions • Further data gathering

15. Change Management vs. OD • Critics of change management depict it as being “faddish” and the product of management consultancy firms • There is a debate between proponents of OD and proponents of change management: • OD is criticized for being less relevant to modern organizations which require strategic, often large scale change rather than slower, incremental change often associated with a traditional OD • Change management is criticized for lacking a humanistic set of values and for having a focus on the concerns of management rather than on those of the organization as a whole

16. Second generation OD • Focus on transformational change, culture, and learning organizations • Argyrisundiscussables, double loop learning, and triple loop learning • Senge’s system dynamics for learning • New interest in teams • High performance work organizations • Self managed teams • TQM • Visioning, diversity, large meetings • Large-scale OD

17. New Problems for OD • Loss of community • People pretend to care more about one another than they really do • Loss of employer-employee social contract • I must take care of myself • Employability • Is my employer giving me the skills to find another job if I have to? • Trust • Widening gap between have and have nots • Difference between what managers say and do • Lack of openness • Culture Clash • Need for negotiation and conflict resolution skills

18. Appreciative Inquiry • Participation by large-scale intervention • Shows a shift from problem solving to joint envisioning of the future • Involves a four-step technique: • Discovering current best practices • Building on existing knowledge • Designing changes • Sustaining the organization’s future

19. AI Exercise • Goal: Quality executive education • Step 1: Describe your peak experience in quality education • Step 2: Generate some ‘provocative propositions’ for the UNLV EMBA program based on step 1. • Step 3: Describe times when the UNLV program approached peak experience • Step 3: Develop a vision of what could be • Step 4: What needs to change in skills, structure, processes and systems, management style, and staffing to enhance this vision

20. Peter Browning @ WhiteCAP

21. The Merger Plan Simulation • Task • Develop a formal integration plan (with decisions on branch closures, systems conversion, product alignment, layoffs, and communication strategy) that will maximize shareholder value while keeping as much support as possible from the stakeholders at the two banks and external organizations. • 10 minutes = 1 news cycle = 1 day

22. Merger Plan

23. Merger Plan

24. Merger Plan • Other Roles • Change Manager: Tod • Journalist: Lorri • Union Organizer: Anita • State Regulator: Keith • Admin Assistants: Scott • EastWest Bank: Brian • Largest Customer: Kris • Branch Employee: Jocylene