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