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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 waner 2 2021-02-27T22:13:41Z 2021-02-27T22:13:41Z

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