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Class session 1 thinking about organizational change


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Introductory class ppt for Change Strategies for HRD Practitioners

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Class session 1 thinking about organizational change

  1. 1. ADLT 625
  2. 2. What do we mean by “organizational change”? <ul><li>Occurs each and every day </li></ul><ul><ul><li>Mostly unplanned and gradual </li></ul></ul><ul><ul><li>Affects us as individuals, groups, and organizations as a whole </li></ul></ul><ul><li>Different types of change </li></ul><ul><ul><li>Revolutionary (discontinuous, sudden, transformational) </li></ul></ul><ul><ul><li>Evolutionary (continuous, gradual, transactional </li></ul></ul><ul><ul><li>Can be planned or unplanned </li></ul></ul>
  3. 3. Our focus: <ul><li>Planned change (rather than unplanned) </li></ul><ul><li>Emphasis on revolutionary than evolutionary </li></ul><ul><li>The reason: </li></ul><ul><li>Rapid changes in the external environment that are precipitating change at an accelerating rate </li></ul><ul><li>The premise of organizations: </li></ul><ul><li>Organization theory is about continuity and stabilization </li></ul><ul><li>We need to know much more about how to lead, manage, and change organizations </li></ul>
  4. 4. Organization Development began as a field of practice to enable organizations to make necessary changes When is an organization ready for change?
  5. 5. The Learning Curve for Organization Development
  6. 6. The Core Values of Organization Development
  7. 7. W. Burke, 2008
  8. 8. Why is change so difficult? <ul><li>Deep organizational change is extremely difficult. </li></ul><ul><li>It’s hard to make a case for change when things are going well. </li></ul><ul><li>Our knowledge of how to plan and implement organization change is limited. </li></ul>
  9. 9. The Paradox of Planned Organizational Change <ul><li>Planning for change is usually linear, a step-by-step process </li></ul><ul><li>Implementation is anything but linear </li></ul><ul><ul><li>Often, a spiral cycle </li></ul></ul><ul><ul><li>Emergent pattern of moving forward / backward / forward </li></ul></ul><ul><ul><li>There is no “end state” although the organization may have an end in mind </li></ul></ul>
  10. 10. Significant Shifts in Organizational Dynamics and Management Since 1969 … From To <ul><li>Growth </li></ul><ul><li>Moderate speed </li></ul><ul><li>Moderate complexity </li></ul><ul><li>Strategic planning </li></ul><ul><li>Consultant jargon </li></ul><ul><li>Management </li></ul><ul><li>Unilateral, top-down management </li></ul><ul><li>Little concern for ethics </li></ul><ul><li>Micro perspective </li></ul><ul><li>Consolidation </li></ul><ul><li>Warp speed </li></ul><ul><li>High complexity </li></ul><ul><li>Strategic implementation </li></ul><ul><li>Popular, accepted concepts </li></ul><ul><li>Leadership </li></ul><ul><li>Multilateral, participative processes at all levels </li></ul><ul><li>High concern for ethics </li></ul><ul><li>Macro perspective on change </li></ul>
  11. 11. The OD History Tree
  12. 12. 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
  13. 13. Comparison of OD and OT
  14. 14. Comparison of OD and OT
  15. 15. Conceptualizing Organizational Change <ul><li>Revolutionary vs. Evolutionary </li></ul><ul><li>Discontinuous vs. Continuous </li></ul><ul><li>Episodic vs. Continuous flow </li></ul><ul><li>Transformational vs. Transactional </li></ul><ul><li>Strategic vs. Operational </li></ul><ul><li>Total system vs. Local option </li></ul>
  16. 16. Metaphors Adopted by Organizational Members in Change Efforts <ul><li>Organizations as machines </li></ul><ul><li>Organizations as organisms </li></ul><ul><li>Organizations as brains </li></ul><ul><li>Organizations as cultures </li></ul><ul><li>Organizations as political systems </li></ul><ul><li>Organizations as psychic prisons </li></ul><ul><li>Organizations as flux and transformation </li></ul>
  17. 17. By the end of this course, you will have:
  18. 18. The digital media tools we’ll use
  19. 19. Graded Assignments
  20. 20. Whole System Intervention Strategies We’ll Explore <ul><li>Future Search </li></ul><ul><li>Open Space Technology </li></ul><ul><li>Appreciative Inquiry </li></ul>
  21. 21. Examples of situations in which large group interventions have been used