Download - The Nature of Planned Change Chapter Two
The Nature of Planned ChangeChapter Two
Ranae ReynoldsScott Smith
Leona TurnerLynn Wilhelm
LDR-686-SA – Organizational Design and Development – Dr. David B. Lucas
Siena Heights University-Southfield CampusOctober 15, 2012
is inevitable!
Lynn Wilhelm
Lynn Wilhelm
Lewin’s Change Model
Lynn Wilhelm
Action Research Model
Lynn Wilhelm
The Positive Model
Lynn Wilhelm
Comparison of Change Models
Overlap in various ways
Lewin’s focuses on how to fix problems
All others focus on what the organization does well and leverages
those strengths
The General Model of Planned Change
Ranae Reynolds
Entering and ContractingEntering 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.
Ranae Reynolds
DiagnosingCentral change Activities
GatheringAnalyzingFeedback
Ranae Reynolds
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.
Ranae Reynolds
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.
Ranae Reynolds
General Model of Planned Change
Entering and
ContractingDiagnosing
Planning
and
Implementing
Change
Evaluating
and Institutionalizing
Change
Leona Turner
Planned Change
What is planned change?
Planned change can vary enormously from one situation to another. Why?
Can be contrasted across situations along three dimensions.
Leona Turner
Key Dimensions of Planned Change
Magnitude of Change
The degree to which the client system is organized
The setting-domestic or international
Leona Turner
Magnitude of Change Planned change efforts range from incremental to
fundamental.
OD practitioners are usually contacted by managers for specific problems.
Diagnostic and change activities are limited to defined issues.
Leona Turner
Incremental Changes
Involves limited dimensions and levels of the organization
Occur within the context of the organization’s existing business areas.
Aimed at improving the status quo
Leona Turner
Fundamental ChangeDirected at significantly altering how the organization
operates.Involve several organizational dimensions.Involve changing multiple levels of the organization.
Leona Turner
Chapter 2 Topics
Scott Smith
Domestic vs. International SettingsCritique of Planned Change
Conceptualization Practice
IMAR Planned Change in an Under-Organized System
Domestic vs. International
Scott Smith
Domestic (NA & EU)EqualityInvolvementShort time
horizons
International (APA)HierarchicalStatusAvoid personalSave faceLong time
horizons
Domestic vs. International
Scott Smith
Action Research Process (ARP) recommendedCyclicalJoint activities between organization membersMultiple steps that overlap
Problem identificationConsult with behavioral science expertData gathering and diagnosisFeedback
Domestic vs. International
Scott Smith
ARP adapted to fit cultural contextMany organizational membersExecs onlyTop-downInside vs. outside consultantsFace-to-face interviews
Domestic vs. International
Scott Smith
OD Practitioner must:Aware of own cultural biasesSee issues from another perspectiveFluent in values and assumptions of
countryUnderstand economic and political contextVacationsTime zones
Cultural Guide recommended
Domestic vs. International Tyler Lacoma
Scott Smith
Virtual Organizations – Time and DistanceA 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.
Domestic vs. InternationalChacar, Celo and Thams
Scott Smith
Synergies of Domestic Companies with MNCs
AdvantagesScaleExisting resources
Disadvantages“Foreignness”China / Japan island dispute
Culture Required (JVs)
Conceptualization of Planned Change
Scott Smith
CritiqueMust identify organizational features that can
be changedIntended outcomes from changesMechanisms by which change is achievedContingencies on which change depends
Conceptualization of Planned Change Critique (cont).
Scott Smith
ContingenciesStages differ across situationsMagnitudeClient system organizationDomestic or international
Intuitive?
Conceptualization of Planned Change Critique (cont).
Scott Smith
Not rational or orderly, but chaoticShifting goalsDiscontinuous activitiesSurprising eventsUnexpected combinationsOverzealous testimonials
Change never ends
Practice of Planned Change
Scott Smith
CritiqueSpecialized OD practitioners (TQM, AI, 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 planSub-optimization
Institute for Manufacturing and Automation Research (IMAR)
Scott Smith
Case StudySo how does IMAR rate?Strong leader and vision (Dale Hartman, Hughes)Basic research (non-competitive)Oversight (board, NSF, co-directors)Strong industry-university partnership5-year self-sustaining requirement (no NSF)Committed fundingAudits, project team oversight
Thibault Fally on International vs. Domestic Production Fragmentation:
Scott Smith
Resources
Bauer, T., (2011). Berrin erdogan source: flat world knowledge. Retrieved October 10, 2012 from http://www.peoi.org/Courses/Coursesen/orgbeh1/contents/frame14b.html
Chacar, Aya S., Celo, Sokol, and Thams, Yannick. (2010). The performance of multinational affiliates versus domestic firms. Retrieved on October 4, 2012 from http://www.na-businesspress.com/JMPP/ChacarWeb.pdf
Cummings, T., and Worley, C.,(2009).Organization development and change. Thomson/South-Western, Ohio
Fally, Thibault. (January 10, 2012). Has production become more fragmented? International vs. domestic perspectives. Retrieved on October 8, 2012 from http://www.voxeu.org/article/has-production-become-more-fragmented-international-vs-domestic- perspectives
Lacoma, Tyler. Changing organizational structure when going global. Retrieved on October 8, 2012 from http://www.ehow.com/info_8456366_changing-organizational-structure-going-global.html