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OC 6440: Nature of Planned Change, ODC Practioner, & Contracts
- 1. OC 6440 Organizational Changeand Development NATURE OF PLANNED CHANGE; THE OCD PRACTITIONER; ENTERING/CONTRACT ING Week 3
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- 3. Nature of PlannedChange: What we will look at • The three major perspectives on changing organizations. • A General Model of Planned Change that will be used to organize the material presented in the book. • How planned change can be adopted to fit different kinds of conditions.
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- 5. Action Research Model Feedbackto Client Data gathering after action Problem Identification Joint action planning Consultation with a behavioral scientist Data gathering & preliminary diagnosis Joint diagnosis Action
- 6. Initiate the Inquiry Inquireinto Best Practices Discover Themes Envision a Preferred Future Design and Deliver Ways to Create the Future Positive Model
- 7. Comparison of Planned ChangeModels • Similarities – Change preceded by diagnosis or preparation – Apply behavioral science knowledge – Stress involvement of organization members – Recognize the role of a consultant • Differences – General vs. specific activities – Centrality of consultant role – Problem-solving vs. social constructionism
- 8. General Model ofPlanned Change Evaluating and Institutionalizing Change Planning and Implementing Change Diagnosing Entering and Contracting
- 9. Entering and Contracting •Entering Phase involves gathering information from the organization to understand the problems or to determine the positive areas for inquiry. • Contracting Phase spells out the changes that will proceed for the future, the resources that will be used and how everyone will be involved.
- 10. Diagnosing Central change Activities •Gathering • Analyzing • Feedback
- 11. Planning and Implementing Change •Human process interventions at the individual, group, and total system levels; • Interventions that modify an organization’s structure and technology; • Human resources interventions that seek to improve member performance and wellness; • Strategic interventions that involve managing the organization's relationship to its external environment and the internal structure and process necessary to support a business strategy.
- 12. Evaluating and Institutionalizing Change •Evaluating Change requires feedback about whether changes should be continued, modified, or suspended. • Institutionalizing Change requires reinforcement through feedback, rewards and training.
- 13. Different Types ofPlanned Change • Magnitude of Change – Incremental – Quantum • Degree of Organization – Over organized – Under organized • Domestic vs. International Settings
- 14. Planned Change • Whatis planned change? • Planned change can vary enormously from one situation to another. Why? • Can be contrasted across situations along three dimensions.
- 15. Key Dimensions ofPlanned Change • Magnitude of Change • The degree to which the client system is organized • The setting-domestic or international
- 16. Magnitude of Change •Planned change efforts range from incremental to fundamental. • OCD practitioners are usually contacted by managers for specific problems. • Diagnostic and change activities are limited to defined issues.
- 17. Incremental Changes • Involveslimited dimensions and levels of the organization • Occur within the context of the organization’s existing business areas. • Aimed at improving the status quo
- 18. Fundamental Change • Directedat significantly altering how the organization operates. • Involve several organizational dimensions. • Involve changing multiple levels of the organization.
- 19. Critique of PlannedChange • Conceptualization of Planned Change – Change in not linear – Change is not rational – The relationship between change and performance is unclear • Practice of Planned Change – Limited consulting skills and focus – Quick fixes vs. development approaches
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- 21. Domestic vs. International Domestic(NA & EU) • Equality • Involvement • Short time horizons International (APA) • Hierarchical • Status • Avoid personal • Save face • Long time horizons
- 22. Domestic vs. International (Continued) ActionResearch Process (ARP) recommended • Cyclical • Joint activities between organization members • Multiple steps that overlap – Problem identification – Consult with behavioral science/OCD expert – Data gathering and diagnosis – Feedback
- 23. Domestic vs. International (Continued) ARPadapted to fit cultural context • Many organizational members • Execs only • Top-down • Inside vs. outside consultants • Face-to-face interviews
- 24. Domestic vs. International (Continued) OCDPractitioner must: • Be aware of own cultural biases • See issues from another perspective • Fluent in values and assumptions of country • Understand economic and political context – Vacations – Time zones – Cultural Guide recommended
- 25. Domestic vs. International (Continued) VirtualOrganizations – Time and Distance • A business model that supports –Online collaboration applications (audio and video conferencing) –Employees are able to use mobile technology and home offices to overcome the barriers that time difference presents.
- 26. Domestic vs. International (Continued) •Synergies of Domestic Companies with MNCs • Advantages – Scale – Existing resources • Disadvantages – “Foreignness” – China / Japan island dispute – Culture – Required (Joint Ventures)
- 27. Conceptualization of Planned Change Critique •Must identify organizational features that can be changed • Intended outcomes from changes • Mechanisms by which change is achieved • Contingencies on which change depends
- 28. Conceptualization of Planned ChangeCritique (cont). Contingencies –Stages differ across situations –Magnitude –Client system organization –Domestic or international –Intuitive?
- 29. Conceptualization of Planned ChangeCritique (cont). Not rational or orderly, but chaotic –Shifting goals –Discontinuous activities –Surprising events –Unexpected combinations –Overzealous testimonials –Change never ends
- 30. Practice of PlannedChange Critique • Specialized OCD practitioners (TQM, Appreciative Inquiry, Group) – results in inappropriate method usage (diversity, reengineering, self-managing teams) • “Cart-before-the-horse” – Self-diagnosis and action plans • Quick-fix instead of required long-term plan • Sub-optimization
- 32. An OCD ProcessModel Assess Plan Implement Evaluate A-P-I-E Model
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- 35. The Entering Process •Clarifying the Organizational Issue – Presenting Problem – Symptoms • Determining the Relevant Client – Working power and authority – Multiple clients -- multiple contracts • Selecting a Consultant
- 36. Elements of anEffective Contract • Mutual expectations are clear – Outcomes and deliverables – Publishing cases and results – Involvement of stakeholders • Time and Resources – Access to client, managers, members – Access to information • Ground Rules – Confidentiality
- 37. Emotional Demands ofEntry • Client Issues – Exposed and Vulnerable – Inadequate – Fear of losing control • OCD Practitioner Issues – Empathy – Worthiness and Competency – Dependency – Over identification
- 38. CURRENT CONDITION • DecreasingRevenue • Structure : Divisional, limited to expand • Style : Conservative • Culture : nice • Staff never fired INTENDED CONDITION • Increasing Revenue • Costumer focus • Center Of Excellent Entering Contracting OCD process
- 39. Clarifying Issue Organization Determining Relevant Client SelectionOD Practitioners Entering Professor Clarifying Issue Organizes Contract COO Ground RulesTime & Resources Mutual Expectation COO + Senior VP HRD + Dir of Training & OCD Proposal Design Team Selection Owner + rep. key area + key Infl + Impl Learning, Visioning & Diagnosing $xx,xxx Direct expenses 3-5 year action plan Action Plan Initial Implementation Step Monitoring, Correction & Evaluation • free access • time flexibility • Access sensitive data
- 40. Elements of anEffective Proposal Content Description Goals of Proposed Effort Descriptive, clear, and concise goals to be achieved Recommended Action Plan Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action- planning process Specification of Responsibilities What will various leaders, including the OCD practitioner, be held accountable for? Strategy for Achieving the Desired State Provide change strategies, including education/training, political influence, structural interventions, and confrontation of resistance. Fees, terms, and conditions Outline fees and expenses associated with the project