Organization Process Approaches

Chapter 13Cummings & Worley

Target of Target of ChangeChange

Organization Change Approaches Method

StrategicStrategicIssues Issues

TechnologyTechnology& Structure& Structure

IssuesIssues

Human Human ResourceResource

IssuesIssues

Human Human ProcessProcessIssuesIssues

Individual, Individual, Interpersonal Interpersonal

& Group & Group ApproachesApproaches

OrganizationOrganizationApproachesApproaches

OrganizationOrganizationConfrontationConfrontation

MeetingMeeting

Intergroup ConflictIntergroup ConflictInterventionIntervention

Large-groupLarge-groupInterventionIntervention

IntergroupIntergroupConflictConflict

ResolutionResolution

MicrocosmMicrocosmGroupsGroups

Cummings & Worley, 8e (c)2005 Thomson/South-Western

13-3

Learning Objectives

To understand three types of system-wide, human process interventions: the organization confrontation meeting, intergroup relations interventions, and large-group interventions

To review and understand the effectiveness of these interventions in producing change

Characteristics of Organization Intervention Approaches

Organization Confrontation

Meeting

Intergroup Conflict Interventions Large-Group InterventionsMicrocosm Groups Intergroup Conflict

Resolution

Condition: when organization is in stress & there is a gap between the top & the rest of organizationMethod: the entire organization to identify problem, set priorities & action targets & begin working on identified problem, often combined with other approaches, such as survey feedbackResult: positive/impressive in mobilizing organization problem identification and solution using total resources of organization little systematic study to proof result

Condition: when there is diversity problems/ particular issues, such as communication or race-relationsMethod: assigning small number of individuals to create programs & processes targeted at specific issues, work through “parallel processes” Result: better ways of communication, such as in meetings, employee orientations. And better perceptions on race-relations issues

Condition: dysfunctional conflicts between groups or departmentsMethod: external consultant and the two conflict groups work together Result: attitudinal change the perceptions that each group have on each other

Condition: solving particular organization problems to envisioning future strategic directions and focusing on the organization’s potential rather than its problems,Method: bringing together of large numbers of organization members and other stakeholders into outside meeting or conference. Two types of large-group meeting: Open-System Methods and Open-Space MethodsResult: New approach design to structuring and managing the firm

Case Study: Improving Relationships in Johnson & Johnson’s Drug Evaluation Department

R&DRobert Wood Johnson

New Jersey

R&DJansen Research

FoundationBelgium

Drug Evaluation(DE)

Organization

Goal:•Rapidly generate data that allows J&J to make the best investment

decisions about drug portfolio•The bridge between discovery of new compounds and full development

of a new drug

ChemicalPharmaceuticals

ClinicalDrug

Evaluation

Clinical Operations

Portfolio Planning&

Resource MgmtPPRM

J & J VISION

Case Study: Improving Relationships in Johnson & Johnson’s Drug Evaluation Department

Financial Growing market share

Customer Increasing selection of J&J products

IBP Good performance of drug portfolio – effective product development

L&G Agreement between project champions of PPRM & clinical specialist of CDE – Improved Relations

Financial

Customer Limited selection of J&J new product

IBP Less drug portfolio – ineffective product development (less cohesion between PPRM & CDE)

L&G Lack of agreement between project champions of PPRM & clinical specialist of CDE

Current Situation Intended Situation

ORGANIZATION PROCESS INTERVENTION – RESOLVING INTERGROUP CONFLICT

Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case

Entering & Contracting

Groups and consultant convene to address issues

Seven different themes emerged from the data, no single issue dominatedConduct 3-day offsite meeting involving PPRM & CDE members to work through the data and concerns

Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case

Diagnosing

Groups are asked to address three questions

What do we want from you?What don’t we want from you?What do we offer/give you?What we don’t over/give you?

Groups discussion over the above questions – perceptions were shared, discussed and resolved

Typical responses : we want your expertise; we want everyone to be a part of the team; we want input, support and agreement, adequate time, and frequent interactionThe group did not want surprise decisions, delayed or filtered information, and responsibility for another’s job

Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case

Planning and Implementing Change

Large group discussion to discuss key issue facilitated by OD practitioner

To resolve the decision-making process

Groups work to develop action plans on key areas

Understanding the background that were contributing to the strained decision-making processAgree on a variety of important roles and responsibilities

Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case

Evaluating & Institutionalizing Change

The two groups reported improved relations and increased trust

Positive, cooperative attitudes