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Organisational change theory 2011 generic

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What's the useful theory to know when you want to change your organisation to make it more sustainable?

Take a look at the notes pages too - that's where the text and references are.

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Organisational change theory 2011 generic

  1. 1. Presentation aims <ul><li>Input </li></ul><ul><li>Society changes because... </li></ul><ul><li>Organisational change theory. </li></ul><ul><li>Discussion </li></ul><ul><li>How do things change in your organisation (or one you know well)? </li></ul><ul><li>Which of these tensions apply in your situation? </li></ul>
  2. 7. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>
  3. 8. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>Your assumptions (theories) about organisational change… … what is an organisation?
  4. 9. What is an organisation?
  5. 10. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>
  6. 11. What changes, when an organisation changes? Artifacts - visible, tangible manifestations, observable behaviours Espoused values - goals, philosophies, vision statements Basic underlying assumptions - unconscious, taken-for-granted beliefs, mental models Schein (1988)
  7. 12. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>
  8. 13. Key contrast Change in response to external stimulus “ The only constant is change” Change towards a vision “ Follow the Yellow Brick Road” Emergence Organisational agility (reflection, observation, learning) Trust the crowd ? Fatalistic Planned change Someone knows the ‘right’ thing that the organisation should do / be like / achieve. Expert / senior led. ? Superficial and / or inflexible
  9. 14. Some contrasts New organisations Disbanding structures. Mindset change Kaizen, quality circles. Management systems. Classic top down planned change. Expert. Revolution “ bold strokes” Evolution “ long marches begin with a single step” Organisations as things Change = new things in new arrangements Organisations as people Change = learning
  10. 15. Planned organisational change <ul><li>Diagnosis </li></ul><ul><li>Vision </li></ul>Experts (Abandon) e.g. Schein, Kotter, Lewin Overcome resistance, get buy in (persuasion, coercion) ‘unfreeze, change, refreeze’. Identify the gap. Solution Identify the solution. Involve more people Implement
  11. 16. Emergence, managed learning <ul><li>Set boundaries. </li></ul><ul><li>Increase connectivity and information flows. </li></ul><ul><li>Expose and question assumptions (diversity of perspectives) </li></ul><ul><li>Watchful anticipation (patience). </li></ul><ul><li>Intention. </li></ul><ul><li>Trust people. </li></ul>E.g. Schein, Seel, Revans
  12. 17. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>
  13. 18. Success? <ul><li>For planned change: </li></ul><ul><ul><li>overcoming resistance - D x V x F > R </li></ul></ul><ul><ul><li>Beckhard and Gleicher </li></ul></ul><ul><li>For emergence: </li></ul><ul><ul><li>The rate of learning is greater than the rate of change in the external world. Revans </li></ul></ul>“ We basically do not know what the world of tomorrow will really be like except that it will be different.” Schein
  14. 19. “ We basically do not know what the world of tomorrow will really be like except that it will be different.” Acceptance and response Co-creation with intention Alternative attitudes to emergence Fatalistic Optimistic
  15. 20. We co-create the world of tomorrow Where do you want to go?
  16. 21. <ul><li>Some theory about organisational change </li></ul><ul><li>How does theory help? </li></ul><ul><ul><li>Exposing assumptions </li></ul></ul><ul><ul><li>See beneath the surface </li></ul></ul><ul><ul><li>Highlight contrasts </li></ul></ul><ul><li>Planned and emergent change </li></ul><ul><li>Change for sustainable development </li></ul>
  17. 22. <ul><li>Better than now </li></ul>Change for sustainable development - what’s different? Any old change Change for SD Planetary, societal focus (change the context) Internal focus (responding to external stimuli) Good for humanity, the planet (values case) Good for the organisation (business case) Perfect (sustainable) It’s my job I’m part of a movement Fast enough? Far enough? tension Do my colleagues agree? Am I making enough difference? tension What’s the right answer? Is someone fooling me? Where’s the win-win? tension Competition or collaboration? Linear change, systemic change - how do I tell it’s happening? tension
  18. 23. That’s enough theory.
  19. 24. But if you’re really keen…. Penny Walker penny-walker.co.uk

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