bennett models of change
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The Puzzling Nature of Organizational Change Models
Sally Bennett
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Video Clip
http://viscog.beckman.uiuc.edu/grafs/demos/15.html
Watch the three basketball players in white t-shirts. How many times do they pass the ball to one another?
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Change A response to
meaningful information
A “disturbance” of a system
A method of self-preservation
Natural progression, constant force
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From or To?
Changing from something “We gotta get out of this place!”
Changing to something “There’s a place for us…”
Doing both Frankly, where are we now? Where do we want to be? What constitutes progress?
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Kinds of Change
Incremental Tweaking the system or
process Transitional
Restructuring, reorganizing
Transformational New vision, new mission,
new values
John Kotter
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Planned vs. Unplanned Change
Planned change – deliberate endeavor to impact an organization to make a difference; goal oriented
Routine Expected Maintenance of organization
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Planned vs. Unplanned Change
Unplanned change – unexpected result of some large-scale force beyond local control
Reactionary Unanticipated Response to outside influence
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Models of Changes
Rational
Social
Organic
Political
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Rational Organization
ExamplesEfficientCalculatedStrong rationalityTechnically proficientKnowledge-basedImpersonalUniversal applicability Lincoln, Y. (Ed.). (1985). Organizational theory and inquiry. California: Sage Publications. p. 47.
Non-examplesInefficientUnpredictableIrrationalIncompetentIgnorantCreativeLocal applicability
Definition
A tightly coupled organization with clearly established boundaries that functions in a linear fashion.
CharacteristicsRelates to Taylor’s theory of scientific managementPromotes mindset of top down managementDepersonalizes individual Promotes adherence to explicit rules and procedures
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Social Organizations
Definition
A more loosely coupled organization that takes into account the interaction between the nomothetic and the ideographic dimensions.
Characteristics
•Introduced by Gretzels & Guba
•Bottom-up approach
nomotheticideographic
Examples
EfficientCalculatedRationalOperationalIntegratedOpen to explorationIndividual concerns
Non-examples
Inefficient
Unpredictable
Irrational
Closed systemimpersonal
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Living Organizations
Definition
A self-organizing organization with the ability to adapt and to
sustain.
Characteristics
Change viewed as organizing force.
Experimentation as norm.
High level of involvement.
Inter-dependent
Non-examples
Inflexible
No sustainability
No change capacity
Non-renewing
Artificial intelligence
Examples
Adaptive
Flexible
Self-renewing
Resilient
Learning
Wheatley, M. (2005). Finding our way. CA: Berrett-Koehler Publisher. p. 32
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Political Organization
Definition
An organization concerned with an external power base desirous of maintaining a broad base of support.
Characteristics
Concerned with power
Top down approach
Constituent issues
Jungle metaphor
Non-examples
Shared authority
Involved
Participatory
Examples
Administrative
Policy-based
Coalition seeking
Collective bargaining
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Exploring Root Causes
Events – What just happened?
Patterns/Trends- What’s been happening? Have we been here or some place similar before?
Systemic Structures-What are the forces at play contributing to these patterns?
Mental Models-What about our thinking allows this situation to persist?
Senge, P. (2000), Schools that Learn
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What determines the “looseness” of an organization? Rules
How many? What do they control? How much “wiggle-room” is there? How much agreement? Are consequences defined?
FeedbackHow responsive? How timely? What is the
level of interactivity? Attentiveness
How consistent? How is it monitored? How responsive to changes in the environment?
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Education as Loosely Coupled Organization
Limited inspection/evaluation Unspecified goals Lack of control over “raw” materials Weak causal link to determine effects on
student achievement Unfocused use of technology
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ChangeImplementation Models
Change Process
Management Iceberg 3-Step
Model
Campaign Approach TQM
Strategic Planning
Knowledge Mgmt
Levels of Use
Sigmoud Curve
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Change Process of Shashkin & Egermeier
Fix the parts
Fix the people
Fix the school
Fix the systemNorman, S. (2001.) The human face of school reform.
National forum of educational administration and supervision journal. (17E: 4).
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Change Management Iceberg – Wilfried KrügerQuality
TimeCostIssue
Management
Promoters
Opponents
Potential Promoters
Hidden Opponents
Acceptance
+ +
_ _
Attitude Behavior
Management of Perceptions and Beliefs
Power and Politics Management
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3-Step Model of Change Management (Lewin)
Unfreezing
Implementing
Refreezing
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Campaign Approach to Change “Listen In” element –
seeks to determine future direction
Strategize Theme – provides direction for the campaign
Sweep People In – involves and energizes
Build infrastructure – enables change
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Strategic Planning Scan environment Evaluate issues Forecast Set goals Implement Monitor
Howell, E. (2000). Strategic planning for a new century.
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Total Quality Management (TQM)
Leadership Strategic planning Human resources Process management Information/analysis Customer focus Business results
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Knowledge Management
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Levels of UseHall & Hord
Level 0 – Nonuse – teacher has little knowledge of innovation and has no plans for its implementation
Level 1 – Orientation – teacher seeks out more information about innovation yet not made a decision regarding implementation
Level 2 – Preparation – teacher actively prepares to implement innovation in classroom but has not actually begun implementation
Level 3 – Mechanical – begins to actually implement innovation; may struggle with logistics (lesson planning, classroom management, record keeping) as well as developing new teaching skills; may attempt teacher-centered innovation
Level 4 – Routine – teacher has pattern of regular use of innovation; may attempt changes and adaptations in innovation, though unlikely
Level 4B – Refinement – teachers asses impact of the innovation on the student and initiates changes that are student-centered
Level 5 – Integration – teachers work collaboratively to make changes in the innovation that will benefit students; extends beyond individual classroom
Level 6 – Renewal – teacher makes major change in innovation and/or explores alternative practices
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Sigmoud Curve
Handy, C. (Spring 2002).
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Wheatley’s Views on Organizational Change
Participation is not optional. Directives are not obeyed. Each person creates his or her own
illusion of reality. Improving the living organization relies on
increased interdependence within the organization.
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Food for thought… All progress requires change. But not all
change is progress. John Wooden
Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights. Pauline Kezer
Things do not change; we change. Henry David Thoreau
Change is inevitable – except from a vending machine. Robert Gallagher
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And finally… 1) I walk down the street. There is a deep
hole in the sidewalk. I fall in. I am lost.. I am hopeless. It isn’t my fault. It takes forever to find a way out.
2) I walk down the same street. There is a deep hole in the sidewalk. I pretend I don’t see it. I fall in again. I can’t believe I’m in the same place. But it isn’t my fault. It still takes a long time to get out.
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3) I walk down the same street. There is a deep hole in the sidewalk. I see it is there. I still fall in…it’s a habit. My eyes are open. I know where I am. It is my fault. I get out immediately.
4) I walk down the same street. There is a deep hole in the sidewalk.
I walk around it. 5) I walk down another street.
Olsen, W. & Sommers, B. (2004). A trainer’s companion: Stories to stimulate reflection, conversation, & action. TX: aha! Process. p. 114
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References Baldridge, J. & Deal, T. (Ed.). (1983). The dynamics of organizational change in education.
Berkeley, California: McCutchan Publishing Corporation.
Chaudron, D. Re-engineering and tqm: approaches to organizational change told as a “tale of three villages”. Organized Change Consultancy. Retrieved from www.organizedchange.com on September 20, 2005.
Egmon, J. Integrating of learning and knowledge management into work. Retrieved from www.apqc.org/portal/apqc/ksn on October 2, 2005.
Hall, G. & Hord, S. (2001). Implementing change. Massachusetts: Allyn and Bacon.
Handy, C. (Spring 2002). Elephants and fleas: is your organization prepared for change? Leader to Leader. 24.
Hirschhorn, L. The campaign approach to change – organizational change in higher education. Retrieved from www.findarticles.com/p/articles/mi_m1254/is_3_32/ai_62828425/print
on December 1, 2004.
Howell, E. (2000). Strategic planning for a new century: process over product. RetrievedSeptember 20, 2004, from ERIC Clearinghouse.
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References
Kruger, W. Change iceberg. Retrieved from www.valuebasedmanagement.net on September 24, 2005.
Lincoln, Y. (1985). Organization theory and inquiry. California: Sage Publications.
McElroy, M. (2000). Integrating complexity theory, knowledge management and organizational learning. Journal of Knowledge Management. 4(3). 195-203.
Norman, S. (2001.) The human face of school reform. National forum of educational administration and supervision journal. (17E: 4).
Olsen, W. & Sommers, B. (2004). A trainer’s companion: Stories to stimulate reflection, conversation, & action. TX: aha! Process. p. 114
Pearce, L. (2004). Future challenges for e-government: new government, digital government: managing the transformation. Retrieved from http:/www.agimo.gov.au/publications/2004/05/egovt_challenges/issues/transformation/change_model on September 24, 2005.
Senge, P. (2000). Schools that learn. New York: Doubleday.
Simons, D. (2003). Surprising studies of visual awareness. Champagne, IL: VisCog Productions.
Strategic Leadership and Decision Making. National Defense University. Retrieved on September 19, 2005, http://www.ndu.edu/inss/books .
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References Tari', J. (2005). Components of successful total quality management. The TQM Magazine.
17(2). 182-194.
Wheatley, M. (2005). Finding our way. San Francisco, California: Berrett-Koehler Publishers, Inc.
Williamson, V. (1999). Innovation and change in professional practice: meaning to change and changing the meaning. Western Australia: Curtin University of Technology. Conference presentation.