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Self-Change: The foundation for successful organizational change. MPA 8002 Organization Theory Richard M. Jacobs, OSA, Ph.D. Since the time of Sir Francis Bacon (1561-1626). An “organization” has been viewed as an achievement, a product of experimentation.
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Self-Change:The foundation for successful organizational change MPA 8002 Organization Theory Richard M. Jacobs, OSA, Ph.D.
Since the time of Sir Francis Bacon (1561-1626)... • An “organization” has been viewed as an achievement, a product of experimentation... …as people hypothesize about what constitutes “best practice” …and managers/leaders devote themselves to improving organizational efficiency and effectiveness
A theory of organizational change... • Organizational dysfunction represents a fundamental maladaptation... …where the integration of people, process, and technology is neither efficient nor effective in promoting the achievement of organizational goals
As most managers/leaders know from first-hand experience... • The primary maladaptation involves people... …who enact differing views of reality into what they define as the organizational reality (Weick,1979, 1995) …and, thus, maladaptive behavior manifests itself in organizational dysfunction
Creating Paths of Change(McWhinney, Webber, Smith, & Novokowsky, 1997) • Asserts that organization change begins first with self-change... …that is, if manager/leaders are to initiate organizational change, they first must understand how they view the world …because how individuals view reality is a critical element in how they formulate a decision (p. 3)
Organizational change involves a five-step process... 1- to identify and understand one’s view of reality and attitudes toward change …requires managers/leaders to grapple with all that is “antecedent” to a practice episode (Sergiovanni, 1986)
The reflective practice model (Sergiovanni, 1986)... antecedents theories of practice practice episodes cultural milieu mindscapes intentions theoretical knowledge action platforms actions outcomes craft knowledge self knowledge critical knowledge
2- to search for resources, people, money, and situations that match one’s image of what it will take to “work the larger issue” …necessitates differentiating between organizational “problems” and the “issue” implicit in the problems
Organizational “problems”... • those recurring and frustrating “glitches” and “snafus” impeding smooth organizational functioning …that hinder the process of achieving the organization’s goals
An organizational “issue”... • A fundamental conflict of values embedded in and provoking those recurring organizational problems as people attempt to define the issue …what Gallie (1968) calls “essentially contested concepts”
Analogies... : : problems solutions symptoms as : : issue resolution disease
: : techniques solutions expertise as : : resolution virtue character
Managing and leading... • involves “working”... problems issue as solutions as resolution ...not “reframing” (Bolman & Deal, 1997)
by possessing an over-riding concern for... virtue not technique character not expertise
and while endeavoring to foster... management and leadership density subservient and acquiescent functionaries not
3- to engage team members in examining one another’s views of reality as well as each member’s assets and deficits …provides the experiential base of self-reflection and understanding of alternative views that enables team members to assess the current organizational situation (“reality”)
4- to identify the organizational problem(s) and to organize organizational resources into a coherent force …engages team members to identify the maladaptation between people, process, and technology …as these are attributed not to people but to the strengths and limitations of their differing views of reality
5- to formulate a path of change …a path that allows managers/leaders to resolve the organizational issue by inculturating shared values (Schein, 1990, 1992) …as followers solve problems as they emerge because the changing patterns of the followers’ interactions require new solutions
Foundational concepts of organizational change... - Organizational change begins first with self-change - People formulate organizational problems based upon how they view the world - Initiating change engenders conflict for which managers/leaders bear responsibility
For managers/leaders, change activities include... - conflict management: “when people hold strikingly different fundamental assumptions about what is real, even the simplest changes can lead to conflict and prevent resolution” (McWhinney et al., 1997, p. 10) - problem solving: people in conflict are not necessarily ill-intentioned nor do they necessarily hold opposed goals - issue resolution: forging the basis of shared values upon which people can solve problems
The four views of reality... Unitary Sensory Social Mythic
The unitary view of reality... Unitary
Unitary people most enjoy... policies principles rules designs theories belief systems truths clarifications creeds assumptions
For the unitary worldview, what best captures reality... Truths
The unitary view of reality in action... To put theory and policy into action Unitary design To mobilize energy around a new symbol or belief system To proselytize to a new view inspire convert
The sensory view of reality... Sensory
Sensory people most enjoy... actions material things behaviors resources facts events data experience objects sensuality
For the sensory worldview, what best captures reality... Facts
The sensory view of reality in action... To use data to interpret a situation Sensory test To create an idea that brings clarity and meaning to a situation To elicit what matters in a situation induce value
Social people most enjoy... values wants feelings motivations preferences ethics what matters attitudes purposes appreciation
For the social worldview, what best captures reality... Feelings
The social view of reality in action... To change policies to reflect a group’s values To designate and assign resources and responsibilities persuade allocate To co-create ideas and images that reflect values Social evoke
Mythic people most enjoy... visions metaphors ideas dreams symbols inventions meanings inspirations opportunities creations
For the mythic worldview, what best captures reality... Ideas
The mythic view of reality in action... To develop policies that express a vision To put an idea into practice establish realize To get others to value an idea Mythic facilitate
This module has focused on... Self-growth as the foundation of organizational change and how, by learning about one’s views of reality, managers/leaders can then set about “working the organizational issue” by enabling followers to “work the organizational problems”...
References • Gallie, W. B. (1968). Philosophy and the historical understanding. New York: Schocken Books. • McWhinney, W., Webber, J. B., Smith, D. M. , & Novokowsky, B. J. (1997). Creating paths of change: Managing issues and resolving problems in organizations (2nd ed.). Thousand Oaks, CA: Sage Publications. • Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass. • Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119. • Sergiovanni, T. J. (1986). Understanding reflective practice. Journal of Curriculum and Supervision, 1(4), 353-359.
Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York: McGraw Hill. • Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications, Inc.