The document discusses various models and approaches for planned organizational change including Lewin's three stage model of change, Kotter's eight stage process for change, and the contracting, data gathering, intervention/action, evaluation, and disengagement stages of the meta model of planned change. It also covers different frameworks for diagnosing organizations including the 7S model, Weisbord six-box model, and analyzing an organization's direction, leadership, structure, culture and human resources.

1. Module 4

2. Planned Change

4. A disruption of the status quo

5. Process of giving up something in exchange for something else

7. What is Planned Change? Planned Change refers to initiatives done to effect a desired end in view or to address an issue and/or a given problem situation Planned Change subscribes to the use of frameworks, tools, techniques, methods towards achieving this

8. Why Planned Change? The need to respond to a social reality Economic and cultural globalisation, climate change, competition for markets and for strategic and scarce resources, new complexities on all sectors of societies the world over The desire to effect change towards a desired future state Poverty alleviation The need to sustain gains of planned change Nation building

9. Why the Need for Planned Change Theories? We need to build the thinking for those involved in the process of development: individuals, communities, organizations, donors etc. So that we may understand what is happening beneath the surface: ask good questions, determine a systematic approach at approaching the work we do A Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation By Doug Reeler, of the Community Development Resource Association

10. Why the Need for Planned Change Theories? To provide entities such as Civil Society and the Business Sector with better handles at effecting social change To respond to the pressure on NGOs to show measureable results, be more business-like Development fund has become a market-place A Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation By Doug Reeler, of the Community Development Resource Association

11. Three Stage Model (Lewin) Creating motivation and readiness (Felt Pain) UNFREEZING Integration of new elements (Stabilizing) REFREEZING New elements are introduced (Action) CHANGE

12. Models of Planned Change

18. Change systems or structures that undermine the change vision

20. Create those wins

22. Re-invigorate the process with new projects themes and change agents

24. Contracting: Effective change contracts specify at least three things: a. Change goals that are clear, internally consistent, and that have a systemic and human values orientation. b. The roles of project leader (the client) and process facilitator (consultant). c. Collaborative, inclusive, consensus-building change processes. The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

25. Data gathering a. It provides needed information for the effective planning of further Change Actions. b. It galvanizes organizational energy in preparation for "something happening.” c. It provides an opportunity for some initial empowerment coaching of those from whom data is gathered. The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

26. Interventions/Actions - referred to in the change management literature as interventions-are those actions designed to improve relationships within the target system on behalf of opening communication, and developing more informed and inclusive decision-making processes. Interventions include, in their various forms, feedback to the system, team-building, strategic planning, training, conflict management, and coaching. The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

27. Evaluation - informs the change agent and the system about the results the change project or specific change actions have had. In essence, evaluation is a feedback based data-gathering process- feedback which will give the change leaders critical information about how the system has responded to a change action and how they might design the next action to be more effective The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

28. Disengagement - include a closing evaluation session, statements of learnings gleaned from the project, and celebration of whatever success was achieved The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

29. The Meta Model of Planned Change - Michael F. Broom, Ph.D. and Edith W. Seashore, M.A.

31. Status quo occurs when the opportunity forces and danger forces are equal.

33. Diagnosis for Change

34. Diagnostic Models Importance Facilitates the process of learning “how things work”, Relationships between and among systems. Facilitates how we think about and talk about situations. Helps to simplify things. Helps us determine causes and “solutions”, Helps in the implementation process.s

35. Modeling Organizations

36. Seven S Framework SharedValues Structure Systems Strategy Skills Style Staff

37. 7S Framework

38. 7S Framework

39. Weisbord Model Purposes environment Structure Relationships Leadership Rewards Helpful Mechanisms

42. competence

44. work processes

46. values

48. evaluation and rewards

50. problem solving

51. communication process

52. conflict management

54. Organization Development Framework BUSINESS SITUATION (Environment Demands) Structure Rewards SYSTEMS & Decision Making POLICIES Tasks People Information BUSINESS STRATEGY Purpose and Direction BUSINESS RESULTS Outputs and Performance CULTURE Norms and Practices David Hanna: Designing High Performing Organizations

55. Component Analysis Scenario Analysis: Painting a picture of the Future Gap Analysis News flash Analysis: Using certain diagnostic in analyzing specific events, occurences Culture Web

56. Where are we now? Where do we want to go? How do we get there? Gap Analysis

57. The Culture Web Stories Symbols Power Structures Rituals and Routines The Paradigm Organizational Structures Control Systems

58. Culture Web Paradigm - The set of assumptions held throughout the organization. Rituals and routines - In regard to how organizational members treat each other; behave according to what is right and proper Stories - Told by organization members Symbols - Logos, dress, style, language Control Systems - Through what is measured, rewarded Power structure - Refer to most influential groupings Organizational structure - Refer to the formal and informal differentiation of tasks

60. Does the vision and goals of the organization remain relevant to the environment and to the requirements of the members of the organization?

61. What is the ability of the organization to keep its strategies and goals relevant to the changes in the environment?1. DIRECTION VISION MISSION GOALS STRATEGY

63. Are the management and leadership styles (top and middle management) aligned with the desired organization culture?

64. Do the managers have the necessary competencies to perform their expected roles and responsibilities?2. Leadership and Management

66. How clear are roles and responsibilities in the organization?

67. Are the parameters for decision-making defined and understood?

68. Are there ways and means that allow for communication and coordination (within and across units)?3. Organizational Design and Structure

70. Does the organization show sufficient teamwork in doing their jobs?

71. Are the communication lines and channels within and across levels open and available?

72. How are conflicts and problems resolved?

73. What is the morale of people? What are the satisfiers? Dissatisfiers?4. People and Relationships

75. How are the desired behaviors, practices and attitudes reinforced and rewarded?

76. How much of these behaviors do you see manifested in the team?5. Culture

77. Common Diagnosis Methods

78. Common Diagnosis Methods Records, reports (Secondary data) Interviews Focus Group Discussions Diagnostic Workshops Observation Survey/Questionnaires

79. Secondary Data Employee data (performance data, disciplinary records, grievance, turnover, accidents, customer complaints) Organizational charts, policy manuals, audits, budget reports Program reports, program evaluation studies Advantages: Provide excellent clues to trouble spots Provide objective evidence Can be collected with minimum effort

80. Secondary Data Disadvantages: Dependent on quality of record-keeping in organization Causes of problems or possible solutions often do not show up Generally reflects past situation rather than current one Needs a skilled data analyst to synthesize technical and diffused raw data When useful: Presence of accurate, reliable and current records

81. Interviews One on one discussions aimed to obtain private views and feelings of respondents Face-to-face, phone, online Advantages: Provide rich data on problems and possible causes and solutions Allows for unanticipated responses Face-to-face allows researcher to obtain additional cues beyond what is being said

82. Interviews Disadvantages: Time-consuming Lack of anonymity of interviewee Difficult to analyze and quantify results Requires skillful interviewer When useful: Small organization Performance problems appear to be complex and multi-faceted

83. Resembles face to face interview Can focus on a job, function or any number of themes Uses one or several group facilitating techniques (brainstorming, nominal group process, consensus ranking) May be structured on unstructured Advantages: Permits on-the-spot synthesis of different viewpoints Builds support for particular program/intervention Decreases client’s dependence on consultant because analysis is a shared function Helps participants become better problem analysts, listeners, etc. Focus-group Discussion

84. Focus-group discussion Disadvantages: Time consuming Expensive Data is difficult to synthesize and quantify When useful: Small to medium sized organization Specific themes

86. What do you like best? Like least about this organization?

87. What would you consider the strengths/weaknesses of this organization?

88. What changes would you like to see?

89. How do you think this organization could be more effective?Typical Open-Ended Questions

90. Some Challenges in FGDS Passive participants Inattentive participants Dominant participants Discussion goes off-tangent Personality clashes Venue not ideal (sound, temperature, seats) Recording and documentation