The talk explores the history of organisational change and its relevance to challenges organisations face today
This is the first of a series of talks with the to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Complex Systems - maybe the most difficult part. Organisations and change are complex systems. Do complex systems offer us some axioms or principles on which we can build our practice?
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base.
Neuroscience of Organisational Change - This will take us back to the basics of how our brains potentially deal with uncertainty and change.
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Is the future of organisational change evidence based?ebbnflow
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
Building Change Capability Slideshare.pptxebbnflow
In this last #changethought talk we will covering:
- Why do we need to assess organisational change capability
- What are the building blocks of organisational change capability
- How the assessment works in practice
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Is the future of organisational change evidence based?ebbnflow
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
Building Change Capability Slideshare.pptxebbnflow
In this last #changethought talk we will covering:
- Why do we need to assess organisational change capability
- What are the building blocks of organisational change capability
- How the assessment works in practice
For the past two decades, #agile approaches have become part of the mainstream approaches to #projectmanagement but can they be applied to #organisationalchange ?
In the #changethoughts talk I will explore whether agile is just 'old wine in new bottles' or a proven approach to dealing with #change in a #vuca world.
In this #changethoughts talk I will cover:
- What is Agile?
- What is the history of Agile?
- Does Agile work in practice?
- Can Agile be applied to Organisational Change?
Organizational Culture Edgar H. Schein I I I I II I II .docxamit657720
Organizational Culture
Edgar H. Schein
I I I I II I II
ABSTRACT: The concept of organizational culture has
received increasing attention in recent years both from
academics and practitioners. This article presents the au-
thor's view of how culture shouM be defined and analyzed
if it is to be of use in the field of organizational psychology.
Other concepts are reviewed, a brief history is provided,
and case materials are presented to illustrate how to an-
alyze culture and how to think about culture change.
To write a review article about the concept of organiza-
tional culture poses a dilemma because there is presently
little agreement on what the concept does and should
mean, how it should be observed and measured, how it
relates to more traditional industrial and organizational
psychology theories, and how it should be used in our
efforts to help organizations. The popular use of the con-
cept has further muddied the waters by hanging the label
of"culture" on everything from common behavioral pat-
terns to espoused new corporate values that senior man-
agement wishes to inculcate (e.g., Deal & Kennedy, 1982;
Peters & Waterman, 1982).
Serious students of organizational culture point out
that each culture researcher develops explicit or implicit
paradigms that bias not only the definitions of key con-
cepts but the whole approach to the study of the phe-
nomenon (Barley, Meyer, & Gash, 1988; Martin & Mey-
erson, 1988; Ott, 1989; Smircich & Calas, 1987; Van
Maanen, 1988). One probable reason for this diversity of
approaches is that culture, like role, lies at the intersection
of several social sciences and reflects some of the biases
of eachwspecifically, those of anthropology, sociology,
social psychology, and organizational behavior.
A complete review of the various paradigms and
their implications is far beyond the scope of this article.
Instead I will provide a brief historical overview leading
to the major approaches currently in use and then de-
scribe in greater detail one paradigm, firmly anchored in
social psychology and anthropology, that is somewhat in-
tegrative in that it allows one to position other paradigms
in a common conceptual space.
This line of thinking will push us conceptually into
territory left insufficiently explored by such concepts as
"climate," "norm," and "attitude." Many of the research
methods of industrial/organizational psychology have
weaknesses when applied to the concept of culture. If we
are to take culture seriously, we must first adopt a more
clinical and ethnographic approach to identify clearly the
kinds of dimensions and variables that can usefully lend
themselves to more precise empirical measurement and
Sloan School of Management,
Massachusetts Institute of Technology
I I [ Illll
hypothesis testing. Though there have been many efforts
to be empirically precise about cultural phenomena, there
is still insufficient linkage of theory wit.
Organizational Culture Edgar H. Schein I I I I II I II .docxvannagoforth
Organizational Culture
Edgar H. Schein
I I I I II I II
ABSTRACT: The concept of organizational culture has
received increasing attention in recent years both from
academics and practitioners. This article presents the au-
thor's view of how culture shouM be defined and analyzed
if it is to be of use in the field of organizational psychology.
Other concepts are reviewed, a brief history is provided,
and case materials are presented to illustrate how to an-
alyze culture and how to think about culture change.
To write a review article about the concept of organiza-
tional culture poses a dilemma because there is presently
little agreement on what the concept does and should
mean, how it should be observed and measured, how it
relates to more traditional industrial and organizational
psychology theories, and how it should be used in our
efforts to help organizations. The popular use of the con-
cept has further muddied the waters by hanging the label
of"culture" on everything from common behavioral pat-
terns to espoused new corporate values that senior man-
agement wishes to inculcate (e.g., Deal & Kennedy, 1982;
Peters & Waterman, 1982).
Serious students of organizational culture point out
that each culture researcher develops explicit or implicit
paradigms that bias not only the definitions of key con-
cepts but the whole approach to the study of the phe-
nomenon (Barley, Meyer, & Gash, 1988; Martin & Mey-
erson, 1988; Ott, 1989; Smircich & Calas, 1987; Van
Maanen, 1988). One probable reason for this diversity of
approaches is that culture, like role, lies at the intersection
of several social sciences and reflects some of the biases
of eachwspecifically, those of anthropology, sociology,
social psychology, and organizational behavior.
A complete review of the various paradigms and
their implications is far beyond the scope of this article.
Instead I will provide a brief historical overview leading
to the major approaches currently in use and then de-
scribe in greater detail one paradigm, firmly anchored in
social psychology and anthropology, that is somewhat in-
tegrative in that it allows one to position other paradigms
in a common conceptual space.
This line of thinking will push us conceptually into
territory left insufficiently explored by such concepts as
"climate," "norm," and "attitude." Many of the research
methods of industrial/organizational psychology have
weaknesses when applied to the concept of culture. If we
are to take culture seriously, we must first adopt a more
clinical and ethnographic approach to identify clearly the
kinds of dimensions and variables that can usefully lend
themselves to more precise empirical measurement and
Sloan School of Management,
Massachusetts Institute of Technology
I I [ Illll
hypothesis testing. Though there have been many efforts
to be empirically precise about cultural phenomena, there
is still insufficient linkage of theory wit ...
Toward a Phylogenetic Reconstruction of Organizational LifeIan McCarthy
Classification is an important activity that facilitates theory development in many academic disciplines. Scholars in fields such as organizational science, management science and economics and have long recognized that classification offers an approach for ordering and understanding the diversity of organizational taxa (groups of one or more similar organizational entities). However, even the most prominent organizational classifications have limited utility, as they tend to be shaped by a specific research bias, inadequate units of analysis and a standard neoclassical economic view that does not naturally accommodate the disequilibrium dynamics of modern competition. The result is a relatively large number of individual and unconnected organizational classifications, which tend to ignore the processes of change responsible for organizational diversity. Collectively they fail to provide any sort of universal system for ordering, compiling and presenting knowledge on organizational diversity. This paper has two purposes. First, it reviews the general status of the major theoretical approaches to biological and organizational classification and compares the methods and resulting classifications derived from each approach. Definitions of key terms and a discussion on the three principal schools of biological classification (evolutionary systematics, phenetics and cladistics) are included in this review. Second, this paper aims to encourage critical thinking and debate about the use of the cladistic classification approach for inferring and representing the historical relationships underpinning organizational diversity. This involves examining the feasibility of applying the logic of common ancestry to populations of organizations. Consequently, this paper is exploratory and preparatory in style, with illustrations and assertions concerning the study and classification of organizational diversity.
·From the weekly readings and e-Activity, analyze the key influe.docxalinainglis
·
From the weekly readings and e-Activity, analyze the key influences that the theoretical and practical aspects of public leadership may exert upon a public leader’s performance. Provide two (2) examples of these influences to support your response.
·
From the weekly readings and e-Activity, predict two to three (2-3) challenges that public leaders will face regarding the future of public leadership. Provide a rationale response.
Readings:
·
Leadership Theories
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. A great article to read before diving into the theories is the
The Philosophical Foundations of Leadership
Theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
Great Man Theory
,
Trait Theory
,
Behavioural Theories
,
Contingency Theories
,
Transactional Theories
and
Transformational Theories
.
Leadership Theories
Great Man Theory (1840s)
The Great Man theory evolved around the mid 19th century. Even though no one was able to identify with any scientific certainty, which human characteristic or combination of, were responsible for identifying great leaders. Everyone recognized that just as the name suggests; only a man could have the characteristic (s) of a great leader.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born...
they are not made. This theory sees great leaders as those who are destined by birth to become a leader. Furthermore, the belief was that great leaders will rise when confronted with the appropriate situation. The theory was popularized by Thomas Carlyle, a writer and teacher. Just like him, the Great Man theory was inspired by the study of influential heroes. In his book "On Heroes, Hero-Worship, and the Heroic in History", he compared a wide array of heroes.
In 1860, Herbert Spencer, an English philosopher disputed the great man theory by affirming that these heroes are simply the product of their times and their actions the results of social conditions.
Trait Theory (1930's - 1940's)
The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. In fact,
Gordon Allport
, an American psychologist,"...identified almost 18,000 English personality-relevant terms" (Matthews, Deary & Whiteman, 2003, p. 3).
The trait theory of leadership focused on analyzing mental, physical and social characteristic in order to gain more understanding of .
Researching Leadership Theory
In researching leadership theories, there is no shortage of material, articles and books that outline the history of leadership theory development (Bolden et al 2003; Northouse, 2007; Bass, 2008). This phenomenal amount of literature reflects the vast array of different approaches being aired (Storey, 2004) as well as the wealth of knowledge that exists. There are “trait, behavioural, situational and attribution theories […] visionary, ethical, charismatic, and transactional versus transformational” theories (Abramson, 2007:115). Classical leadership theories have evolved through the 20th century from personality based, to behavioral to context based theories (Nahavandi, 2006). The majority of the literature seems to agree on the main developments in the history of leadership theory.
While the wealth of information is great, and many of the writings present coherent themes, there does not appear to be a single, exhaustive list of the major theories of leadership. To date, the most comprehensive work in this field is Yukl’s review of managerial leadership (1989) and House and Aditya’s review of leadership theories (1997). Thus, in order to better understand where the development of leadership theory stands today, the first challenge was the creation of a coherent outline of the theories of leadership to date. The choice of a chronological order has been made because existing knowledge influences knowledge being developed. This was needed to allow the wealth of academic knowledge to be placed in the reality of the field. An historical chronology offers the most realistic setting to review the development of leadership theories.
The Classic Leadership theories
Table 1 outlines these leadership theories applicable to the field in chronological (as much as is possible) order.
Leadership Theory
Outline description
Main writers
Great Man
The original leadership approach of leaders being born not made. Those certain individuals have exceptional qualities and are destined to lead. The situation brings out the leader.
Trait
People have certain natural traits which are more suited to leadership. Leadership traits can be listed. It is the combination of the right traits which makes a leader.
Stodgill, 1974
Behavioural
Leaders are made and not born. Leadership can be defined into certain behaviours which can be learned and developed
Skinner, 1967
Bandura, 1982
Situational/
Contingency
Situational theory sees leaders adapting their styles to the context and development level of their followers. Contingency theory proposes that it is situational factors together with the leaders style which determine the success of a leader.
Fiedler, 1964
House, 1974 Hersey, Blanchard, 1972
Path-Goal Theory
The successful leaders create structural paths which help followers attain their work goals
House, 1971
Charismatic
The personal charisma of an individual creates an intense emotional attachment for their followers.
Weber, 1947, Hou ...
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
This talk explores whether theories in Organisational Change are based on facts or fiction & how we can build a more evidence-based approach
The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base
Definition and Structure - maybe the most difficult part. How do we agree axioms on which to build our practice?
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge
Relationships : An Evidence Based Approachebbnflow
What is the future of relationships in work and how does this impact on organisational change?
Are the psychological contracts in the modern workplace significantly different from those of the past and how does this impact on we manage Organisational Change?
Are potentially leading to lower supervision, increasing intensity of social exchanges, fewer face to face interactions etc
In this session I will be deep diving into the importance of relationships in Organisational Change and how they might be changing.
Psychological Safety : An Evidence Based Approachebbnflow
In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Organisational Change can create uncertainty & ambiguity which makes fairness of decision making critical to gaining employee's commitment.
This talk takes an evidence-based approach to how to improve employees perception of fair decision making during change.
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
These slides deep dive into whether popular concepts we use in Organisational Change such as the change curve, learning styles, Growth Mindset etc are based on facts for fiction. The talk will also address some of the assumptions we make in organisational change e.g. 'brains hate change' 'overcoming resistance to change' and challenges whether they are supported by evidence. We will then look at ways of avoiding adopting myths in the future
Evidence Based Employee Engagement Slide Show.pptxebbnflow
Many decisions that organisations make about their people are made using employee engagement survey data. But “employee engagement is a tricky customer, often seen as contentious and woolly” (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. 1
WHY
3
WHAT
2
HOW
4 THE HISTORY!
3
CONTENT
Is the history of Organisational Change
important?
are the underlying assumptions that we
take for granted that bias our
interpretation of history?
does our view of reality (ontology) and
knowledge is formed (epistemology) affect
our historical interpretation?
5. 5
A story about failure
2011
2021
2016
2022
Mark Hughes questioned the
assertion emanating from HBR
that 70% of all organizational
change initiatives fail
Referenced as claiming that
organizational change tends to
fail. Refused a correction
called a Taliban Scholar
Questioned the notion that
transformation efforts fail, but
with the addition of
#leadingchange, they succeed
Inaccurate
misrepresentation
corrected but
organizational change
failure tendencies still
erroneously endure.
1993
Hammer and Champy
“Our unscientific estimate is
that as many as 50 percent to
70 percent of the organizations
that undertake a reengineering
effort do not achieve the
dramatic results they intended”
6. HOW…?
2
6
does our view of reality (ontology) and knowledge is formed (epistemology)
affect our historical interpretation?
7. Deterministic
Subjective
Sensemaking Facts
Rhetoric Power
Interpretations of history are objectively reconstructed
largely absent of human agency through imprinting,
structural inertia & escalation of commitment limiting
organisational change capability.
Creating credible and coherent narrative by rhetorically
reconfiguring the past through memorialising, forgetting,
periodisation creates an ‘invented tradition’
Pressures for and against change form counterbalancing
collations of different interests creating equilibrium or
change resistance until one collation overcomes another
through revolutionary change.
Socially constructed retrospective interpretations of the
past have a deterministic effect on group values
through enactment, collective frames of reference &
role of past interpretation on future behavior
Objective
Malleable Different Interpretations of History
“variations in how we
conceptualize change are
underpinned by different
assumptions about history
and its relationship to our
capacity for change”
“evaluation is a form of
knowing informed by the
evaluator’s epistemology
and ontology”. Butler et al
(2003)
Suddaby, R., & Foster, W. M. (2017). History and
organizational change. Journal of
management, 43(1), 19-38.
8. What to watch out for as we travel through time
COHERENCE
Definition + Scope + Relationship = Coherence Autonomy, Relatedness & Competency = Motivation =
“aggregate construct”
RELATIONSHIP
No construct is an island we are building a body of knowledge. Making logical connections to other
theories – Kotter & ADKAR have no references.
SCOPE
Space = Kubler Ross from grief to change, Time = period of validity, and values judgements = “brains
hate change” or “sense of urgency”
DEFINITION
Precise distinctions from other concepts. Change management = “people side of change”
Suddaby, R. 2010. Construct clarity in theories of management and organization. Academy of Management Review, 35: 346-357.
Construct = an abstract categorisation of observations - exist in our brain only ;) e.g. depression
9. 9
Organisational Change
‘defining and adopting
corporate strategies,
structures, procedures
and technologies to
handle changes in
external conditions and
the business
environment.’
SHRM
“ ‘the application of a
structured process and
set of tools for leading the
people side of change to
achieve a desired
outcome’ PROSCI
‘Organizational change
refers to the actions in
which a company or
business alters a major
component of its
organization, such as its
culture, the underlying
technologies or
infrastructure it uses to
operate, or its internal
processes
HBR 2020
Change management is a
collective term for all
approaches to prepare,
support, and help
individuals, teams, and
organizations in making
organizational change
WIKI
Change
Management
DEFINITION
Do we know what we are talking about?
14. 14
1950s 1960s 1980s
1970s 1990s 2000s 2010s 2020s
1940s
From Kurt Lewin (1943) to Paul Lawrence
(1958) change and organisational
development is conceived as a set of
causal relationships within a ‘social
system’ built on scientific constructs.
Allport (1937) ‘functional autonomy’ &
Maslow’s (1943) ‘general dynamic theory’
integrate psychological & physiological
approaches to human motivation. White
1959 uses the words ‘competence &
efficacy’ to describe the human need to
‘‘learn to interact effectively with his
environment’
Lewin (1947) mentions “unfreezing,
change of level, and freezing on the new
level” (UCF) ‘theory’. Lewin believes
that force is needed to “break the habit”
(unfreeze), change, Freeze change
management (UCF) & restraining forces
although he views people not being
either entirely fluid or rigid.
Coch & French (1948) – use the phrase
‘overcoming resistance to change’
Lewin’s UCF is extrapolated by Lippit et
al (1958) to 7 stages who cites Lewin’s
‘three phase model’ & creates the term
‘change agents’
Schien (1961) uses Lewins ‘3-phase’ model in
his model for culture change but doesn’t
mention Lippit until Schein & Bennis 1965 who
popularize T-Groups..
Kübler-Ross publishes her stages of grief
theory (1969) based on collection of case
studies taken from conversations with dying
patients
1962 Maslow founds the Humanistic
Psychology movement which soon becomes
‘pop’ movement
1979 Robbins’ Organizational Behavior
published with no mention of Lewin’s UCF
Forrester (1961) - publishes Industrial
Dynamics which views organisations as
complex systems.
Burns & Stalker (1961) – find that less
structured organisations can better adapt to
dynamic environments
1965 Emery & Trist view organisations as
‘open systems’ responding to ‘environmental
textures’
Katz & Kahn (1966) develop an ‘open-
system theory’ of organisations.
Current robust OD constructs emerge such
as Dansereau’s (1973) – Leader Member
Exchange, Bandura 1977 – Self- Efficacy &
Gouldner, 1960 (Reciprocity) Social
Exchange Theory
‘Pop’ psychology’ n-stage organisational change
‘arms race’ as 11 models in 11 years
extrapolated from ‘Lewin’s’ UCR model Conner
& Kotter embed ‘Sense of Urgency &
Resistance Myths’. Methods fail to reference
research & based mainly on personal
experiences & case studies.
Peters & Waterman (1982) publish In Search of
Excellence
Brief history of organisational change & development
Birth of organisational change Birth of organisational change Explosion of management fads
Meta Analysis & Myth Busting
Scientific Approach to OD Systems Approach to OD Explosion of OD constructs
Myth Development & Embedding
OD constructs consolidated into more general
theories such as Ryan & Deci (1985) Self
Determination Theory, Theory of Planned
Behaviour Lock & Latham (1988) Goal Setting
while new theories emerge such as Kahn
(1990) Psychological Safety & Employee
Engagement, Weick’s (1995) Organisational
Sensemaking help to build the foundations of
modern OD thinking.
Meta analysis techniques help to create robust
OD constructs such as Self-Efficacy (Stajkovic &
Luthans-1998), Organisational Justice (Colquitt
et al 2013) Trust in Leadership (Dirks & Ferrin -
2002), Psychological Safety (Frazier et al
2017)
Academics start to question the foundations of
traditional organisational change models e.g.,
Hughes (2015) critiques Kotter & Cummings et
al (2015) questions the Lewin’s UCF theory.
BCG stress
importance of
evidence
CIPD embrace
evidence-
based
management
(EBM) &
produce
‘evidence
reviews’
2008 SCARF model loosely based on
neuroscience leads to ‘brains hate change’ &
other ‘neuro’ myths
Lueke 2003 further embeds Kubler Ross myth
& other ‘n-stage methods.
Mcgregor’s (1957) X-Y theory
‘operationalises’ Maslow’s theory
DiClemente and Prochaska (1982) – integrative
model of behavioural change
Birk & Letwin (1992) integrate OD theories into
their causal model of organisational performance &
change
Hiatt (2006) ADKAR 5 step model
uses outdated theory and case
studies
Stouten et al integrate organisational
change methods with academic OD
theories
CMI Handbook (2015) integrates CM methods
but also embeds myths such as MBTI, Learning
Styles, Kubler-Ross, Amygdala Hijack,
Maslow’s Hierarchy etc.
15. 15
Lippit et al 1st n-step
model of change
Weick’s notion of
sensemaking
organisations
1950s 1960s 1980s
1970s 1990s 2000s 2010s 2020s
1940s
Lewin 1940’s
Schein quotes
Lewin’s 3 phases of
change
Paul Lawrence
conceives
organisations as
social systems
McKinsey &
Company 1983
publish 4 stage
model with only 2
references & starts
with creating a
‘sense of concern’
Daryl Conner
coined the term
'burning platform’ &
suggests
“orchestrating pain”
Beer & Huse -
systems
approach to OD
Evidence based ‘system’ approach – nonlinear, psychological constructs
Pop psychology approach to Organisational Change – linear, incremental, top down, n-step myth based
(natural resistance to change etc)
Gouldner sets
foundation for
Social
Exchange
Theory
Forrester
Systems
Thinking
Tajfel – Social
Identity Theory
Csikszentmihalyi,
‘Flow’
Ryan & Deci 1985 Self
Determination Theory
Ajzen– Theory of
Planned Behaviour
Bandura 1977 – Self-
Theory
1979
1972
1977
1982
1985
1983
1995
Kotter publishes
‘Choosing
Strategies’ focusing
on resistance to
change and
diagnosing need
for change not
included in his 8-
step model
1984
Lock & Latham– Goal
Setting Theory
1990
Kahn -
Psychological
Safety & Employee
Engagement
1987
Greenburg– Organizational
Justice
Hackman & Oldham
Job Characteristics
Theory 1980
1993
1996
Kotter starts his 8-
step model with
‘Creating a sense
of urgency’
1991
Judson
1992
Kantar’s 10
Commandmen
ts
2003
Hiatt ADKAR 5 step
model uses
expectancy theory
and case studies
Mark Hughes
critiques Kotter’s
approach to
change
2015
2000
Beer & Nitin start
the 70% of all
change initiatives
fail myth
Luecke builds on
Kotter, Beer,
Deming but no
reference to
academic studies
1990
Beer’s 7 step
model starts with a
clear definition of
the problem
2018
Stouten et al identify ten
evidence-based steps in
managing planned
organizational change
2019
BCG stress the
importance of
grounding change
programs in
evidence
1987
AI
1993
Antonovsky
sense of
coherence
1988
Watson – Positive Affect
1973
Dansereau– Leader
Member Exchange
2002
Organisational
Justice Meta
Analysis
2001
Trust in leadership
Meta Analysis
Luthan - construct
of Psychological
Capital – resilience,
Efficacy, Hope &
optimism
Peter Senge
(1990
1980
Peters & Waterman,
1982 – In Search of
Excellence
1982
1940 1958 1961
Hull, Drive
Reduction
Theory, 1943
1943
Maslow Drive
Reduction
Theory, 1943
1957
Mcgregor X-Y
Theory.
1968
Hertzberg hygiene
v 1968
1959
2017
Psychological
Safety meta-
analysis
1985
Autonomy Meta
Analysis
Ajzen– Theory of
Planned Behaviour
1998
Self Efficacy – Meta Analysis
2021
CIPD Evidence
Reviews on
Employee
Engagement &
Resilience
2017
CMI Body of
Knowledge
kinson developing his expectancy value theory (Atkinson, 1964)
1964
Carregie (Gorden
& Howell) Ford
Foundation
Pierson 1959
16. 01
02
03
04
05
06
07
08
Emergence of Constructs
Extraordinary Extrapolations
Context & Complexity
Core Constructs
Scientific Mindset
Pop Psychology
N-Step Arms Race
09
Myth busting
10
Confidence in Causal Claims
Dilemma of structure (belonging & relatedness) v agency
(efficacy, competence, autonomy)
Viewing organisations as adaptive social
systems and interest in complexity
Organisational Development discipline cannot grow if it
doesn’t adopt a scientific mindset
Core constructs that underpin Organisational Change are
being developed
Meta-analysis used to distill key findings
from large data sets
Clear ontology and solid epistemology helps to create
robust body of knowledge
Intuitive claims taken from unrelated
disciplines or contexts used as foundations
Authority and clever marketing help to promote
poorly evidenced theories that sell
Lots of models use the same foundations to create
models that are similar but just in different orders
Attempts to disentangle what is likely to work from what
is less likely to work.
Synthesis of Concepts
FROM 1940-2020.
Organisational
Change
Themes
17. Emergence of Psychological Constructs
Challenges the view that human personality is driven by childhood experiences, sexual
motives, archetypes, stimulus responses etc. but by dynamic “traits, attitudes, interests, and
sentiments” – the conscious cognitive processes are the initiator of actions.
Gordon Allport - 1937 - Functional Autonomy
Challenges the physiological approach to motivation and proposes that humans are driven
by the need to ‘learn to interact effectively with his environment’. He chooses the words
‘competence’ and ‘efficacy’ to describe this behaviour.
Robert White – 1959 – Competency & Efficacy
Challenges the ‘functional’ view of behavioural psychology that feeding was the most
important factor in the mother-child relationship rather than love that could be provided by
the mother or father – a revolutionary idea for its time!
Harry Harlow – 1950 – Belonging & Relatedness
18. THE DRIVE TO FIT
IN
Rigidity
Integration
Interdependence
Framework
Belonging
WIIFUS
Planned
Inclusion
Hierarchical
Mechanistic
THE DRIVE TO
STAND OUT
Fluidity
Differentiation
Self – Interest
Freedom
Uniqueness
WIIFM
Emergent
Diversity
Self-organizing
Organic
Paradox 1 – Autonomy v Structure
19. Building an Inclusive Culture
Differentiation
Exclusion Assimilation
Individual is not treated as an
organisational insider in the work group,
but their unique characteristics are seen
as valuable and required for
group/organisational success
Individual is not treated as an
organisational insider with unique value
in the work group but there are other
employees or groups who are insiders
Individual is treated as an insider in the
work group when the conform to the
organisational/dominant culture norms
and downplay uniqueness
UNIQENESS
–
Drive
to
stand
out
BELONGING - Drive to fit in (Cohesion)
Shore, Lynn & Randel, Amy & Chung, Beth & Dean, Michelle & Ehrhart, Karen & Singh, Gangaram. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of
Management.
Inclusive cultures are those where
uniqueness and belonging come
together
When an individual’s unique
characteristics are accepted into a
group it improves performance
while creating a sense of
belonging
These feelings of psychological
safety where people feel safe
taking interpersonal risks are
critical to building inclusive
cultures
(Separation)
Inclusion
Individual is treated as an insider and
allowed/encouraged to retain uniqueness
within the work group .
20. 20
Adapting to external environment
Study of a supermarket chain that wanted to decentralise to be more
competitive and create a better working environment. Cconceived
organisations as ‘social system’. & environment determines behaviour
Paul Lawrence - 1958
01
02
03
Questioned the efficiency of hierarchical bureaucratic organisations and
whether they can adapt to their contexts
Blau (1955) & Merton (1949)
“suggests that organisations who cannot adapt & align their internal structure
& strategy with their external environment will underperform. They proposed
"organic" forms of structure in situations of high environmental complexity and
uncertainty
Lawrence & Lorsch (1969) & Burns & Stalker (1961)
21. Organisations As Complex Systems
“Traditional organisational theories have tended to view the human
organisation as a closed system. This tendency has led to the disregard of
differing organisational environments and the nature of organisational
dependency on its environment”
Katz & Kahn - 1966
01
02
03
“A main problem in the study of organisational change is that the
environmental contexts in which organisations exist are themselves changing,
at an increasing rate, and towards increasing complexity”
Emery & Trist – 1965
“Organisations can be viewed as consisting of goal, task, technological,
human-social, structural & external interface subsystems existing in a state of
dynamic interdependence” p.82
French & Bell- 1972
22. Organisational
Development
Force Field Analysis Tensions in the ‘field’ create
change
Action Research - planning, action, and fact-finding
Group dynamics - groups and individuals act and
react to changing circumstances
Change
Management
23. Extraordinary Extrapolations
01
02
1. The Develop Of A Need For Change (“unfreezing”), 2. Establishment of
Change 3. Relationship, Working Toward Change (“moving”), 4.
Generalisation & Stabilisation of Change (“freezing”) & 5. Achieving A
Terminal Relationship
Lippit’s 5-steps – 1958 (Schein 1961)
1. Creating A Sense of Concern, 2. Developing A Specific Commitment to
Change, 3. Pushing For Major Change, 4. Reinforcing & Consolidating
New Course
Phillip’s 4 Steps – McKinsey & Co - 1983
1. Create Urgency 2. Form a Powerful Coalition 3. Create a Vision for
Change. 4. Communicate the Vision. 5. Remove Obstacles. 6. Create Short-
Term Wins. 7. Build on the Change. 8. Anchor the Changes in Corporate
Culture.
Kotter’s 7 Steps – 1995
24. Adopting a Scientific Mindset
“though science is slow and fumbling, it represents the best road we know to truth, even in so
delicately intricate an area as that of human relationships.”
Carl Rogers – 1942 - Counseling and Psychotherapy
“Psychologists who think in field theoretical terms and those who think in stimulus response terms
agree that psychological explanations have to use "constructs" and that psychological theory has to
be mathematical in nature ”
Kurt Lewin – 1943 – Definition of Field Theory
“The art develops through empirical experience but in time ceases to grow because of the
disorganised state of its knowledge” “But as long as there is no orderly underlying scientific base the
experiences remain as special cases. The lesson’s are poorly transferable either in time or space”
.
Jay Forrester – 1961 – Industrial Dynamics
01
02
03
25. ORGANISATIONAL
CHANGE
‘defining and adopting
corporate strategies, structures,
procedures and technologies to
handle changes in external
conditions and the business
environment.’
SHRM
“ ‘the application of a structured
process and set of tools for
leading the people side of
change to achieve a desired
outcome’ PROSCI
CHANGE
MANAGEMENT
ORGANISATIONAL DEVELOPMENT
‘a planned and systematic
approach to enabling sustained
organisational performance
through the involvement of its
people’
CIPD 2020
The practice of continually adapting human capability to meet an organisation’s
internal & external ambitions
STRATEGIC HR
MANAGEMENT
The choice, alignment, and
integration of an organisation’s
HRM system so that its human
capital resources most effectively
contribute to strategic business
objectives.’ Kaufman (2015: 404)
IES 2019
Spot the difference?
26. 26
What caused the split between OD and CM?
WHAT is knowledge v HOW to knowledge
Quick Fixes
Lack of robust constructs in OD
Effective Marketing
?
27. Key Concepts in Organisational Development?
People who consciously decide their goals and are monitored against those goals are more likely to attain
their goals that those who do not. Goals create ‘energy’ to ‘do work’ One of the most research areas in
organisational psychology. Goals can be used to increase commitment to change
Goal Setting Theory – Lock & Latham 1988
People are more likely to perceive decisions as being fair if there is a clear process, outcomes of the
decision are distributed equitably and the process and outcomes are communicated. It is a strong
predictor of commitment, trust, support, relationships, performance and discretionary behaviour.
Organisational Justice – Greenburg 1987
People in a group who feel confident they can take ‘interpersonal risks’. A large number of empirical
studies have demonstrated that a high level of psychological safety motivates employees to actively seek
and share information and knowledge, ask critical questions, speak up with suggestions for organisational
improvements, and take initiative to develop new products and services” CIPD 2021
Psychological Safety – Kahn - 1990
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013). Justice at the millennium, a decade later: a meta-
analytic test of social exchange and affect-based perspectives. Journal of applied psychology, 98(2), 199.
Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel
Psychology, 70(1), 113-165.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American psychologist, 57(9),
705.
28. Employee Engagement – Aggregate Construct
A Work Motivation
C Employee’s sense of
belonging to the
organisation
Organisational
Identification B
Organisational
Commitment
Wietrak, E., Rousseau, D. and Barends, E. (2021) Work motivation, Organisational Identification & Organisational
Commitment : an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development.
Goal Setting
Feedback
Person-
Organisational Fit
Organisational
Prestige
A+B+C
Employee
Engagement
Recognition
Rewards
Meaning
Empowerment
Social Support
Psychological Safety
Task & Skill Variety
Energy levels within
the organisation.
Employee emotional
attachment to the
organisation
Employee energy to do
work & attain a goal
Role Clarity
Leadership : Trust &
Positive Relationships
Organisational Justice
29. 04
05
06
Cutting edge consultants
extrapolate findings to wide
applications
Managers become the evangelists
resulting in self-fulfilling prophecies
Review of original findings sows
scepticism. Concept now makes
consultants look outdated.
Everyone smartly moves on.
Academic
Discovery 01
02
03
A modest cautious complicated contextual
discovery showing a causal link between
two factors.
High powered simplified presentation
embellishing the ‘discovery’ creates a
‘buzz’ & repetition makes it stronger
One idea becomes a book
released by a ‘guru’ with a catchy
title
Doubt
&
Defection
Cult-like Following
Consultancy Hype
Popularisation
Study Description
Pop psychology
The Fad & Fashion Funnel
“Thinking scientifically is a
skill. Scepticism is healthy;
cynicism is not. In order to be
a discriminating “purchaser” of
management ideas we need
to evaluate the evidence for
them.“
Fads and Fashions in Management - July 20,
2015 - Adrian Furnham Professor of
Psychology University College London –
European Business Review
31. Individual Level
- Individual Change Readiness
- Motivating Change
- Organisational Fairness Perceptions
- Organisational Identification
Group Level
- High Quality Connections
- Emergent Local Changes
- Supervisory Support
- Shared Goals & Beliefs
Organisation Level
- Leadership Competency
- Trust In Leaders
- Nature of the Change
- Organisational Change Readiness
BEST AVAILABLE
EVIDENCE
1. Understand Get The Facts On The Nature of the
Problem
2. Understand Assess & Address Readiness for Change
3. Develop & Communicate a Compelling Vision
4. Develop Effective Change Leadership
5. Implement : Evidence-Based Change Interventions
6. Support : Work with Social Networks and Tap Their
Influence
7. Support : Use Enabling Practices to Support
Implementation
8. Realise : Promote Micro-Processes and
Experimentation
9. Realise : Change Progress and Outcomes over Time
10. Institutionalize the Change to Sustain Its
Effectiveness
INTEGRATED EVIDENCE BASED
ORGANIZATIONAL CHANGE
PRINCIPLES
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management
practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788.
ten Have, S., ten Have, W., Huijsmans, A. B., & Otto, M. (2016). Reconsidering change management: Applying
evidence-based insights in change management practice. Routledge.
Integrated Organisational Change Model
31
2 Kanter, Stein, and Jick’s Ten Commandments
POPULAR
ORGANISATIONAL
CHANGE MODELS 1
1 Except for Kotter’s 8 Steps none of these models have been empirically tested
3 Appreciative Inquiry
34. 34
Meta Analysis – Confidence in our Causal Claims
TRUST =
Consideration
(benevolence + ability)
+
Structure
(predictability & integrity)
Psychological
Contract Breach
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for
research and practice. Journal of applied psychology, 87(4), 611.
Trust In
Leadership.pptx
36. 1
2
3
4
5
Context & Complexity
Change & Performance
Time & History
Pacing & Receptivity
Scholars & Practitioners
Pacing & Readiness
Scholars & Practitioners
What patterns from past changes can we use to help
understand current change?
How can we get better at linking change to
organisational performance? How do we know what
worked in which context?
How do the internal & external conditions, content of
the change and timescales affect change success?
Does the order affect the outcome? Where does
change start & what is the organisation’s readiness?
Is sustaining different from starting? Is change
episodic or continuous?
How should they work together to form a body of
knowledge? How do we critically examine our
practice?
What we still need to get better at…?
Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713.
Improved
Understanding
of
Organisational
Change