20.

Theories of change intervention

& planned change theory dilemmas &
critical issues lasting change
Change Management Study Guide
25. Planned organizational change key
determinants of successful/
unsuccessful approaches
31. Strategic change perspective
types of interventions application
A Study Guide Prepared for Alchemy by Marco Cassone
Theories of Change
!
3 (+) major theories of
organizational change:

!
Lewins Change Model
!
Action Research Model
!
Positive Model

!
Also Kotters Model of Change
TBDiscussed: How are change models similar or different?
Driving & Restraining Forces
Change as modification of those forces keeping a system stable.

Always more effective to decrease rather than increase forces.
Lewins
Change Model
Cyclical process:

Research provides
guide to action;

Results of action
assessed => info
for further action,
etc.
Action
Research
The Positive Model:
Not deficit-based.
!
Does not focus on Organizations problems
and how they can be solved
!
Focuses on what organization is doing
right and builds off those capabilities to
achieve better results
!
Theory: People tend to act in ways that
make their expectations occur
!
Uses Appreciative Inquiry (AI), a form of
social constructionism
Model of Change
Kotter
Similarities to
Lewins model:

Three distinct
phases:

Unfreeze,
Change,
Refreeze
TBD: How are change models similar/different?
!
All major models describe phases
by which planned change occurs
!
Overlap in emphasis on action is
preceded by preliminary stage
followed by closing stage
!
Emphasize involvement of
organizational members
!
OD recognizes: interaction btwn
consultant and organization will
affect the organization
Steps in Strategic Change
(S.W.O.T.)
Starting point for a change
program is defining the
total change strategy.
Business strategy and
organization design must
be aligned and changed
together to respond to
external/internal forces
and disruptions.
Strategic Analysis
Strategy Making
Strategy Change Plan
Implementation
External Forces Internal Forces
Competitor strategy Strategy modifications
New technologies New equipment
Business cycles New processes
Labor market shifts Workforce composition
Social change Job restructuring
Competition laws and
regulations
Compensation and benefits
Changes in natural
environment
Labor surpluses and
shortages
Generational trends Employee attitude
Three Basic Approaches to
Organization Change
Behavioral science techniques designed to
plan and implement change at work
1. Structural
2. Technical
3. Behavioral
Developing strategy: planning activities to
resolve difficulties, build on strengths
(Process)
TBD: Compare/contrast strategic change vs. planned change.
Structural Approach to Change
!
Changes that affect how elements of
organization relate to one another
!
Removing or adding layers to hierarchy
!
Downsizing associated with restructuring
!
Decentralization and centralization
!
Structural approaches:
!
Goal setting,
!
Quality circles,
!
Strategic planning
!
Changes in machinery, methods, automation, and processes
!
Changes help companies become more efficient and productive
!
Build a better mousetrap
!
Technical approaches:
!
Job design, redesign
!
Process consultation,
!
Quality-of-work-life (QWL)
!
TQM and Six Sigma
Technical Approach to Change
Behavioral Approach to Change
!
Emphasizes better utilization of
human resources by improving:
!
Morale
!
Motivation
!
Commitment of members
!
Behavioral approaches:
!
Survey feedback,
!
Team building,
!
Traditional OD
Integrated
Approach
OD
Comfort
Zone
16
Challenges of Complexity In Change
!
Change in situations characterised by
hard complexity is easier to achieve.
! Where most people understand and agree
on presenting problems in the situation
! With widely-shared assumptions about
relationships (compatible values, beliefs)
! Where quantitative criteria can be used to
test options for change
!
Change in situations of soft complexity,
where issues are contentious and there is
a high level of emotional involvement
among stakeholders is harder to achieve.
Change is Never Easy
Two important considerations are the magnitude of change
and the degree to which the client system is organized.
TBD: What are the key determinants of successful approaches?
OD Approach:
Organization
Iceberg
OD change
strategies must
consider all
overt/formal &
covert/informal
elements
Proscis ADKAR Change Model
The Paradoxical Theory of Change
Based on the belief that change rests on the full acceptance of status quo;
assumes resistance is expected, healthy, and must be part of the process.

This formula shows the conditions necessary for a collective paradigm shift:




! D = allowing participants to voice dissatisfactions with the current state
! A = engaging with an aspired future state
! FA = first steps and longer-term actions focused on getting commitment
and momentum to make the difference
! B = the belief in collectively shifting to be dramatically different
! O = engaging and enrolling others
Dissatisfactions (D) x Aspirations (A) x
First Actions (FA) x Belief (B) x Others (O)
Transformational
Breakthrough (TB)
=
(Dannemiller, 2000)
Key Considerations
For Lasting Change
!
Effective change depends on
diagnosis of underlying causes
to organization problems
!
Consider multiple change
processes and diversity of
stakeholders
!
Create a culture supportive of
social change and innovation
!
Increased member involvement
in change process:
!
Participatory action research,
action learning, self design
!
Help members gain
competence to design
organization continuously
TBD: How do you distinguish change?
Proactive
Change:
Change
embedded in
strategy & DNA
Reactive
Change:
Change
management as
OD intervention
When is planned change necessary?
When is strategic change critical and important?
When is a change-friendly strategy, culture, and identity smart?
AGILITY
Business!
Capacity!
ADAPT
to
LEARN!
Ability
to
CHOICES!
Creating
Strategy means:!
THINKING!
Scenario
Creating choices means:!
Key to Worleys
Sustainable
Effectiveness
Where change
inspires growth
& innovation
Convergence:
Implementing
Perceiving
Strategizing
Testing
Strategizing: How MGT teams
pair an aspirational purpose
with a widely-shared strategy
and manage the climate and
commitment to execution
Perceiving: Broadly, deeply, and
continuously monitoring the
environment to sense changes
and communicating these
perceptions to leaders
Testing: How an
organization sets up,
runs, and learns
from experiments
Implementing: How
changes are planned
and performance
impacts measured
Worleys Agility Pyramid (view from top)
Share successful &
unsuccessful approaches to
planned organization change
Share real-life applications
of different strategic
change interventions


Final Discussion: Stories from the Field