read the article and discuss reasons

organizationalchangeCHAPTER3.pptx

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Organizations and Change Steven H Kim

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Change Metaphors for Organizations

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Organization as Machines style.visibility

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Organization as Machines cont. style.visibility

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Organization as POLITICAL Organization – POWER PLAY CAN’T AVOID POLITICS “WIN PEOPLE TO YOUR SIDE/CAUSE” CONNECT w Powerful/Influential INFLUENTIAL may not hold formal positions of power Build COALITION style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Negative consequences (POLITICAL ORG) style.visibility

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Organization as ORGANISMS style.visibility

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ORGANISM METAPHOR limitations style.visibility

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Organism Metaphor limitations

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Organizations as FLUX & TRANSFORMATION style.visibility

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Flux & Transformation limitations . style.visibility

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MODELS of and APPROACHES to Organizational Change

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Lewin 3 step Model

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https://hbr.org/2016/07/kodaks-downfall-wasnt-about-technology Downfall of KODAK

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LEWIN: Forced Field Analysis https://daniellock.com/force-field-analysis/

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Lewin: EFFECTIVE CHANGE HAPPENS … INCREASE DRIVING FORCE (i.e. Benefits of change) DECREASE RESISTING FORCE https://daniellock.com/force-field-analysis/

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Lewin: 3 stages https://www.sharonmwasco.com/home/three-stages-of-community-change

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Lewin

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BULLOCK and BATTEN “ M achine”

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KOTTER : “Machine, Political, Organism” http://holistika7.com/member/kotters-8-phases-change/

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Eckhard and Harris CHANGE FORMULA: “Organism” A x B x D > X A = Dissatisfaction with how things are now B = Vision of what is possible D = Practicality of the change (minimal risk and disruption) X = Resistance

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Nader & Tushman “Political Organism” Organization is composed of 4 COMPONENTS WORK PEOPLE FORMAL Organization INFORMAL Organization style.visibility style.visibility style.visibility style.visibility

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Nader & Tushman https://www.mindtools.com/pages/article/newSTR_95.htm REVERT if you do not pay attention to ALL 4 COMPONENTS

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Resistance

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William Bridges “Machine, Organism, FLUX & TRANSFORMATION ”

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ENDING

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Neutral

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New Beginning

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CARNALL: “Political, Organism”

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Carnall

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Senge et al

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Senge et al

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Senge et al

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MACHINE ORGANISM POLITICS FLUX AND TRANSFORMATION

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MACHINE ORGANISM POLITICS FLUX AND TRANSFORMATION

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Change = Planning and Controlled Change starts from those in Authority MILITARY ROLES

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Change = Planning and Controlled Change starts from those in Authority MILITARY ROLES

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SUCCESS IF… STABLE CONDITIONS INCREMENTAL CHANGES NOT VERY EFFECTIVE IF MORE DISRUPTIVE , COMPLEX

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SUCCESS IF… STABLE CONDITIONS INCREMENTAL CHANGES NOT VERY EFFECTIVE IF MORE DISRUPTIVE , COMPLEX

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“IN GROUP” VS “OUT GROUP” GROUP THINK NEGATIVE PERCEPTIONS OF OUT GROUP CARICATURE (GOSSIP/SLANDER) CONFLICT ZONES MISTRUST

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“IN GROUP” VS “OUT GROUP” GROUP THINK NEGATIVE PERCEPTIONS OF OUT GROUP CARICATURE (GOSSIP/SLANDER) CONFLICT ZONES MISTRUST

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LIVING / ADAPTING / ECO – SYSTEMS RIGHT ENVIRONMENT = FASTER GROWTH MATCH ENVIRONMENT TO SYSTEMS ASIAN CULTURE ? HEALTH OF ORGANIZATION IMPORTANT WHOLE , HAPPY, SATISFIED SOCIAL NEEDS MET NOT ONE WAY to design or manage Find the right fit FLOW OF INFORMATION KEY Information is akin to = BLOOD, OXYGEN, ETC

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Change = CHANGE IN ENVIRONMENT Organization at the MERCY OF ENVIRONMENT? Organization can SHAPE IT’S ENVIRONMENT? FLOW OF COMMUNICATION often IDEALIZED SUB – SYSTEMS often work independently

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Change = CHANGE IN ENVIRONMENT Organization at the MERCY OF ENVIRONMENT? Organization can SHAPE IT’S ENVIRONMENT? FLOW OF COMMUNICATION often IDEALIZED SUB – SYSTEMS often work independently

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IDEOLOGY can be WORSHIPPED Too much focus on INDIVIDUAL NEEDS (I.E. JOB DESIGN) HR professionals – focus on people vs DIRECTORS on Task

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IDEOLOGY can be WORSHIPPED Too much focus on INDIVIDUAL NEEDS (I.E. JOB DESIGN) HR professionals – focus on people vs DIRECTORS on Task

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ORDER OUT OF CHAOS Capacity to SELF-RENEW Not everything goes as PLANNED Cause and Effect Change just happens (CHANGING ENVIRONMENT)

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ORDER OUT OF CHAOS Capacity to SELF-RENEW Not everything goes as PLANNED Cause and Effect Change just happens (CHANGING ENVIRONMENT)

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POWERLESSNESS NO PLAN ORDER EMERGES FROM CHAOS JUST GO THROUGH IT Make SENSE AFTERWARDS

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POWERLESSNESS NO PLAN ORDER EMERGES FROM CHAOS JUST GO THROUGH IT Make SENSE AFTERWARDS

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ORGANISM MACHINE

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ORGANISM MACHINE

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HOMEOSTASIS – MAINTAIN EQUILIBRIUM NATURALLY – GO BACK TO ORIGINAL

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HOMEOSTASIS – MAINTAIN EQUILIBRIUM NATURALLY – GO BACK TO ORIGINAL

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FEAR CONTROL POWER

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FEAR CONTROL POWER

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CLOSURE MARK THE ENDING METAMORPHOSIS DEATH OF OLD

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CLOSURE MARK THE ENDING DEATH OF OLD METAMORPHOSIS

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Disoriented Lack of Motivation Increase Anxiety Could be a time of EXPLORATION , CREATIVITY

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Disoriented Lack of Motivation Increase Anxiety Could be a time of EXPLORATION , CREATIVITY

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CANNOT BE PREDICTED ONLY NURTURED WHY – purpose WHERE – picture HOW – plan WHAT – part

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CANNOT BE PREDICTED ONLY NURTURED WHY – purpose WHERE – picture HOW – plan WHAT – part

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Focus on MANAGEMENT TRANSITIONS CULTURES POLITICS

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Focus on MANAGEMENT TRANSITIONS CULTURES POLITICS

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Increases CREATIVITY RISK SELF – ESTEEM PERFORMANCE

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Increases CREATIVITY RISK SELF – ESTEEM PERFORMANCE

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Many change efforts FAIL Homeostasis : STATUS QUO

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Many change efforts FAIL Homeostasis : STATUS QUO

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LEADERSHIP COMMITMENT OPENNESS DEEP ROOTED CAUSES

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LEADERSHIP COMMITMENT OPENNESS DEEP ROOTED CAUSES

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Buy in from TOP Discuss UNDISCUSSABLE FIX vs RESTORE

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Buy in from TOP Discuss UNDISCUSSABLE FIX vs RESTORE

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Organizations and Change Hyun Kim Hyun Kim 1 2019-05-09T23:40:04Z 2019-05-09T23:47:10Z

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7 556 Microsoft Office PowerPoint Widescreen 147 38 0 0 4 false Fonts Used 3 Theme 2 Slide Titles 38 Arial Calibri Calibri Light Office Theme 1_Office Theme Organizations and Change PowerPoint Presentation Change Metaphors for Organizations PowerPoint Presentation Organization as Machines Organization as Machines cont. PowerPoint Presentation Organization as POLITICAL Negative consequences (POLITICAL ORG) PowerPoint Presentation Organization as ORGANISMS ORGANISM METAPHOR limitations Organism Metaphor limitations PowerPoint Presentation Organizations as FLUX & TRANSFORMATION Flux & Transformation limitations . MODELS of and APPROACHES to Organizational Change Lewin 3 step Model https://hbr.org/2016/07/kodaks-downfall-wasnt-about-technology LEWIN: Forced Field Analysis Lewin: EFFECTIVE CHANGE HAPPENS … Lewin: 3 stages Lewin BULLOCK and BATTEN “Machine” KOTTER : “Machine, Political, Organism” Eckhard and Harris CHANGE FORMULA: “Organism” A x B x D > X Nader & Tushman “Political Organism” Nader & Tushman Resistance William Bridges “Machine, Organism, FLUX & TRANSFORMATION” ENDING Neutral New Beginning CARNALL: “Political, Organism” Carnall Senge et al Senge et al Senge et al false false false 16.0000