The document discusses three types of large-scale organizational change: culture change, self-design, and organization learning and knowledge management. It describes culture change as establishing a strategic vision, gaining commitment from top management, and socializing newcomers. Self-design involves systemic change that alters most features of the organization through continuous learning and innovation at all levels. Organization learning focuses on structures and processes that enable employees to learn and share knowledge, while knowledge management concentrates on tools to collect, organize, and apply information into useful knowledge.

1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Organization
Transformation

2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-2
Learning Objectives
for Chapter Twenty
• To explore a framework that categorizes
different types of organizational change
efforts with emphasis on the features of
transformational change
• To present three large-scale organizational
change interventions: culture change, self-
design, and organization learning and
knowledge management

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-3
Characteristics of
Transformational Change
• Triggered by Environmental and Internal
Disruptions
• Systemic and Revolutionary Change
• New Organizing Paradigm
• Driven by Senior Executives and Line
Management
• Continuous Learning and Change

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-4
The Concept of Organization Culture
Basic
Assumptions
Values
Norms
Artifacts

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-5
Diagnosing Organization Culture
• Behavioral Approach
– Pattern of behaviors (artifacts) most related to
performance
• Competing Values Approach
– Pattern of values emphasis characterizing the
organization
• Deep Assumptions Approach
– Pattern of unexamined assumptions that solve
internal integration and external adaptation
problems well enough to be taught to others

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-6
Competing Values Approach
Flexibility & Discretion
Stability & Control
ExternalFocus&Differentiation
InternalFocus&Integration
MarketHierarchy
Clan Adhocracy

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-7
Culture Change Application Stages
• Establish a clear strategic vision
• Get top-management commitment
• Model culture change at the highest level
• Modify the organization to support change
• Select and socialize newcomers; downsize
deviants
• Develop ethical and legal issues

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-8
Self-Designing Organizations
• Systemic change process altering most
features of the organization
• Process is ongoing, never finished—
continuous improvement and change
• Learning as You Go—on-site innovation
• Need support of multiple stakeholders
• All levels of the organization adopt new
strategies and change behaviors

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-9
Laying the Foundation
The Self-Design Strategy
Acquiring
Knowledge
Diagnosing
Designing
Implementing
and
Assessing
Valuing

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-10
Organization Learning &
Knowledge Management
• Organization Learning interventions
emphasize the structures and social
processes that enable employees and teams
to learn and share knowledge
• Knowledge Learning focuses on the tools
and techniques that enable organizations to
collect, organize, and translate information
into useful knowledge

11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-11
Organization Learning:
An Integrative Framework
Organization
Characteristics
Structure
Information
Systems
HR Practices
Culture
Leadership
Organization
Learning Processes
Discovery
Invention
Production
Generalization
Organization
Knowledge
Tacit
Explicit
Competitive
Strategy
Organization
Performance
Knowledge ManagementOrganization Learning

12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-12
Characteristics of a
Learning Organization
• Structures emphasize teamwork, information
sharing, empowerment
• Information systems facilitate rapid acquisition and
sharing of complex information to manage
knowledge for competitive advantage
• Human resources reinforce new skills and
knowledge
• Organization culture encourages innovation
• Leaders model openness and freedom to try new
things while communicating a compelling vision

13. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-13
Organization Learning Processes
• Single loop learning
– Most common form of learning
– Aimed at adapting and improving the status quo
• Double loop learning
– Generative learning
– Questions and changes existing assumptions and
conditions
• Deuterolearning
– Learning how to learn
– Learning how to improve single and double loop
learning

14. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-14
Discover Theories in Use
• Dialogue
• Left-Hand, Right-Hand Column
• Action Maps
• The Ladder of Inference

15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-15
The Ladder of Inference
I take ACTIONS based on
my beliefs
I adopt BELIEFS about the world
I draw CONCLUSIONS
I make ASSUMPTIONS based on
the meanings added
I add MEANINGS (cultural and personal)
I select DATA from what I observe
I OBSERVE data and experiences

16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
20-16
Organization Knowledge
• Generating Knowledge
– Identify knowledge for competitive strategy
– Develop ways to acquire or create that
knowledge
• Organizing Knowledge
– Put knowledge into a usable form
– Codification and Personalization
• Distributing Knowledge
– Making knowledge easy to access, use & reuse