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Class session 1 thinking about organizational change

Class session 1 thinking about organizational change



Introductory class ppt for Change Strategies for HRD Practitioners

Introductory class ppt for Change Strategies for HRD Practitioners



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    Class session 1 thinking about organizational change Class session 1 thinking about organizational change Presentation Transcript

    • ADLT 625
    • What do we mean by “organizational change”?
      • Occurs each and every day
        • Mostly unplanned and gradual
        • Affects us as individuals, groups, and organizations as a whole
      • Different types of change
        • Revolutionary (discontinuous, sudden, transformational)
        • Evolutionary (continuous, gradual, transactional
        • Can be planned or unplanned
    • Our focus:
      • Planned change (rather than unplanned)
      • Emphasis on revolutionary than evolutionary
      • The reason:
      • Rapid changes in the external environment that are precipitating change at an accelerating rate
      • The premise of organizations:
      • Organization theory is about continuity and stabilization
      • We need to know much more about how to lead, manage, and change organizations
    • Organization Development began as a field of practice to enable organizations to make necessary changes When is an organization ready for change?
    • The Learning Curve for Organization Development
    • The Core Values of Organization Development
    • W. Burke, 2008
    • Why is change so difficult?
      • Deep organizational change is extremely difficult.
      • It’s hard to make a case for change when things are going well.
      • Our knowledge of how to plan and implement organization change is limited.
    • The Paradox of Planned Organizational Change
      • Planning for change is usually linear, a step-by-step process
      • Implementation is anything but linear
        • Often, a spiral cycle
        • Emergent pattern of moving forward / backward / forward
        • There is no “end state” although the organization may have an end in mind
    • Significant Shifts in Organizational Dynamics and Management Since 1969 … From To
      • Growth
      • Moderate speed
      • Moderate complexity
      • Strategic planning
      • Consultant jargon
      • Management
      • Unilateral, top-down management
      • Little concern for ethics
      • Micro perspective
      • Consolidation
      • Warp speed
      • High complexity
      • Strategic implementation
      • Popular, accepted concepts
      • Leadership
      • Multilateral, participative processes at all levels
      • High concern for ethics
      • Macro perspective on change
    • The OD History Tree
    • The Action Research Model for Change Perception of Problem Data Gathering and Diagnosis by Consultant Feedback to Key Client Group Joint action planning New strategies or actions taken
    • Comparison of OD and OT
    • Comparison of OD and OT
    • Conceptualizing Organizational Change
      • Revolutionary vs. Evolutionary
      • Discontinuous vs. Continuous
      • Episodic vs. Continuous flow
      • Transformational vs. Transactional
      • Strategic vs. Operational
      • Total system vs. Local option
    • Metaphors Adopted by Organizational Members in Change Efforts
      • Organizations as machines
      • Organizations as organisms
      • Organizations as brains
      • Organizations as cultures
      • Organizations as political systems
      • Organizations as psychic prisons
      • Organizations as flux and transformation
    • By the end of this course, you will have:
    • The digital media tools we’ll use
    • Graded Assignments
    • Whole System Intervention Strategies We’ll Explore
      • Future Search
      • Open Space Technology
      • Appreciative Inquiry
    • Examples of situations in which large group interventions have been used