Growing a Knowledge Society: Fertile Ground for Organizational Change Gudrun Curri, Ph.D. School of Business Administratio...
Things Always Change <ul><li>Change in itself not new </li></ul><ul><ul><li>New opportunities </li></ul></ul><ul><ul><li>P...
Triggers for Change  <ul><li>External </li></ul><ul><ul><li>Change in technology </li></ul></ul><ul><ul><li>Markets, globa...
What happens when a Trigger is ignored? <ul><li>The ‘boiled frog’ syndrome </li></ul><ul><li>Failure to recognize need for...
Why Change Does Not Happen <ul><li>Lack of vision and consistent leadership </li></ul><ul><li>Over-focus on procedures, sy...
Who are the Players <ul><li>Strategists – vision </li></ul><ul><li>Implementers – plan </li></ul><ul><li>Recipients – acti...
Classic Change Model - Lewin <ul><li>Unfreezing </li></ul><ul><ul><ul><li>Weaken old attitudes, values, behaviors </li></u...
Why You Need to Understand Organizational Change <ul><li>Practice your profession effectively </li></ul><ul><li>Participat...
Ongoing Organizational Change <ul><li>Maintaining information  </li></ul><ul><ul><li>E.g. private & public, geo-spatial </...
Other Frequent Change <ul><li>Budget cuts  </li></ul><ul><li>Government legislation/procedures </li></ul><ul><ul><li>E.g. ...
Decision-Making Processes <ul><li>Information professionals </li></ul><ul><ul><li>Bureaucratic - hierarchical  </li></ul><...
Culture of Change <ul><li>Conflict is common </li></ul><ul><li>Issue carousel </li></ul><ul><li>Never simple </li></ul><ul...
Planning Change <ul><li>Sources of power   </li></ul><ul><ul><li>Positional – organizational structure </li></ul></ul><ul>...
Politics of Change <ul><li>Behavioral scientists define organizational politics as </li></ul><ul><li>‘ Intentional acts of...
Managing Change – Advice from Machiavelli  <ul><li>Learn the history of issues! </li></ul><ul><li>What are the sources of ...
Manage Conflicts – Advice for Change Agents <ul><li>Real alternatives </li></ul><ul><li>Mutual interests </li></ul><ul><li...
Strategies to Effect Change <ul><li>Concentrating efforts </li></ul><ul><li>Timing </li></ul><ul><li>Planning </li></ul><u...
Triad Model of Change - Curri Gudrun Curri External Force:   Change – Technology, Markets Desired Outcome:  Improved Effic...
Practicing Organizational Change <ul><li>Accept change is part of our lives </li></ul><ul><li>Recognize obstacles to chang...
Thank You for Your Attention Gudrun Curri
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Class 1 Slides - Change Management

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Class 1 Slides - Change Management

  1. 1. Growing a Knowledge Society: Fertile Ground for Organizational Change Gudrun Curri, Ph.D. School of Business Administration • Dalhousie University • March 3, 2007
  2. 2. Things Always Change <ul><li>Change in itself not new </li></ul><ul><ul><li>New opportunities </li></ul></ul><ul><ul><li>Private sector - remain competitive </li></ul></ul><ul><ul><li>Public sector - remain relevant </li></ul></ul><ul><li>But rate of change faster </li></ul><ul><ul><li>Private sector - from 36 months to 9 </li></ul></ul><ul><ul><li>Public sector – from 5 years to 2 </li></ul></ul>Gudrun Curri
  3. 3. Triggers for Change <ul><li>External </li></ul><ul><ul><li>Change in technology </li></ul></ul><ul><ul><li>Markets, globalization </li></ul></ul><ul><ul><li>Change in government regulations </li></ul></ul><ul><ul><li>Unexpected events: 9/11, SARS, Iraq war </li></ul></ul><ul><li>Internal </li></ul><ul><ul><li>Leadership, mergers & acquisitions </li></ul></ul>Gudrun Curri
  4. 4. What happens when a Trigger is ignored? <ul><li>The ‘boiled frog’ syndrome </li></ul><ul><li>Failure to recognize need for change </li></ul><ul><ul><li>Gradual deterioration </li></ul></ul><ul><ul><li>No longer competitive </li></ul></ul><ul><ul><li>Organization may not survive </li></ul></ul>Gudrun Curri
  5. 5. Why Change Does Not Happen <ul><li>Lack of vision and consistent leadership </li></ul><ul><li>Over-focus on procedures, systems, technology </li></ul><ul><li>Human side of change ignored </li></ul><ul><ul><li>Involving people in change process </li></ul></ul><ul><ul><li>Lack of re-training & re-skilling </li></ul></ul><ul><ul><li>People resist change fearing loss of job </li></ul></ul><ul><li>Organizational politics </li></ul>Gudrun Curri
  6. 6. Who are the Players <ul><li>Strategists – vision </li></ul><ul><li>Implementers – plan </li></ul><ul><li>Recipients – action </li></ul><ul><li>Change agents – guide </li></ul>
  7. 7. Classic Change Model - Lewin <ul><li>Unfreezing </li></ul><ul><ul><ul><li>Weaken old attitudes, values, behaviors </li></ul></ul></ul><ul><ul><ul><li>Force field analysis </li></ul></ul></ul><ul><ul><li>Transforming </li></ul></ul><ul><ul><ul><li>Change actually occurs </li></ul></ul></ul><ul><ul><ul><li>Training & skills development </li></ul></ul></ul><ul><ul><li>Refreezing </li></ul></ul><ul><ul><ul><li>New attitudes, values, behaviors </li></ul></ul></ul><ul><ul><ul><li>Change has become the ‘status quo’ </li></ul></ul></ul><ul><ul><li>Lewin - 1947 </li></ul></ul>
  8. 8. Why You Need to Understand Organizational Change <ul><li>Practice your profession effectively </li></ul><ul><li>Participate in the debate </li></ul><ul><ul><li>Access vs. ownership </li></ul></ul><ul><li>Achieve your objectives </li></ul><ul><li>Survival </li></ul>Gudrun Curri
  9. 9. Ongoing Organizational Change <ul><li>Maintaining information </li></ul><ul><ul><li>E.g. private & public, geo-spatial </li></ul></ul><ul><li>Improving services </li></ul><ul><li>Conducting research </li></ul><ul><li>Updating org. information </li></ul><ul><li>policies & procedures </li></ul>Gudrun Curri
  10. 10. Other Frequent Change <ul><li>Budget cuts </li></ul><ul><li>Government legislation/procedures </li></ul><ul><ul><li>E.g. data flow </li></ul></ul><ul><li>Technology / internet / web </li></ul><ul><li>Service expectations </li></ul><ul><li>Library 2.0, Web 2.0 </li></ul>Gudrun Curri
  11. 11. Decision-Making Processes <ul><li>Information professionals </li></ul><ul><ul><li>Bureaucratic - hierarchical </li></ul></ul><ul><ul><li>Amateurs – faculty members </li></ul></ul><ul><ul><li>Committees/boards – political/fluid </li></ul></ul><ul><li>Parent organization </li></ul><ul><ul><li>Managers – finance, HR, IT </li></ul></ul><ul><ul><li>Core purpose, institutional memory </li></ul></ul>Gudrun Curri
  12. 12. Culture of Change <ul><li>Conflict is common </li></ul><ul><li>Issue carousel </li></ul><ul><li>Never simple </li></ul><ul><li>Structure is fluid and highly political </li></ul><ul><li>Decision-flowing instead of decision-making </li></ul>Gudrun Curri
  13. 13. Planning Change <ul><li>Sources of power </li></ul><ul><ul><li>Positional – organizational structure </li></ul></ul><ul><ul><li>Personal - persuading, asserting, bridging </li></ul></ul><ul><li>Use of power </li></ul><ul><ul><li>Short term success - positional </li></ul></ul><ul><ul><li>Long term success - personal </li></ul></ul><ul><ul><li>Most effective – both </li></ul></ul>Gudrun Curri
  14. 14. Politics of Change <ul><li>Behavioral scientists define organizational politics as </li></ul><ul><li>‘ Intentional acts of influence to enhance or protect the self-interest of individuals or groups’ - Mayes & Allen (1977) </li></ul><ul><li>Political behaviour is the practical domain of power in action, worked out through the use of techniques of influence – Buchanan and Badham, 1999) </li></ul>Gudrun Curri
  15. 15. Managing Change – Advice from Machiavelli <ul><li>Learn the history of issues! </li></ul><ul><li>What are the sources of influence/ authority? </li></ul><ul><li>Who will influence the decision-making process? </li></ul><ul><li>Who will be affected? </li></ul><ul><li>Whose co-operation/ support is needed? </li></ul><ul><li>Who could delay/ derail this action? </li></ul>Gudrun Curri
  16. 16. Manage Conflicts – Advice for Change Agents <ul><li>Real alternatives </li></ul><ul><li>Mutual interests </li></ul><ul><li>Right incentives </li></ul><ul><li>Be human and civil </li></ul><ul><li>Allow for face-saving </li></ul><ul><li>Regardless, there will be complaints </li></ul>Gudrun Curri
  17. 17. Strategies to Effect Change <ul><li>Concentrating efforts </li></ul><ul><li>Timing </li></ul><ul><li>Planning </li></ul><ul><li>Early results </li></ul><ul><li>Building coalitions </li></ul><ul><ul><li>Leaders </li></ul></ul><ul><ul><li>Internal Force </li></ul></ul><ul><ul><li>External Force </li></ul></ul>Gudrun Curri
  18. 18. Triad Model of Change - Curri Gudrun Curri External Force: Change – Technology, Markets Desired Outcome: Improved Efficiency & Effectiveness RESTRUCTURING Individual – MANAGING RELATIONS - Groups LEADERSHIP Organizational Development Internal Force Internal Force Management Culture Governance Org. Culture Information Sector
  19. 19. Practicing Organizational Change <ul><li>Accept change is part of our lives </li></ul><ul><li>Recognize obstacles to change </li></ul><ul><li>Keep in step with organizational change </li></ul><ul><li>First step towards change </li></ul><ul><ul><li>Recognizing that the status </li></ul></ul><ul><ul><li>quo is no longer acceptable </li></ul></ul>Gudrun Curri
  20. 20. Thank You for Your Attention Gudrun Curri

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