Assessment
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Shortvideolinkingwk12readingstoassessment.pptxAssessment one
This reflection is based on your experience of change in an organisational setting as an employee, manager, business owner/ employer or as a volunteer. You are required to:
Briefly describe the change, identify the other stakeholders affected by the change and explain the role you played.
Reflect on your personal cognitive, affective, and behavioural responses to the changes and the responses of one other stakeholder.
Apply 6 essential assumptions about change management from the week 1 reading (ten Have, Graamans, & ten Have, 2019) to a critical reflection on your experience described above.
Critically analyse why two approaches to change management presented in any of the course readings might have been more appropriate than the experience you described above in 1. In this section you should apply, concepts, theories, models, or frameworks to your analysis from the course readings on p6 of this study guide. To electronically access the readings, follow the online link to the required readings under the ‘course resources’ tab on blackboard in MGMT862.
Change management
Change management is commonly defined as a set of the processes to ensure change is implemented in a systematic, controlled and orderly fashion to result in organizational change.
Change management is about managing people in a changing environment so that business changes are successful and the desired business results are realised.
Hiatt, & Creasey, (2003,p10)
Hiatt, J., & Creasey, T. J. (2003). Change management: The people side of change. Prosci.
Readings Organisational change and development (OCD)
Better business by:
“mergers, acquisitions, amalgamations, decentralization, flatter structures, downsizing, multidimensional restructuring, increased flexible work practices, drives on quality and value, greater emphasis on customer/client/consumer orientation and care, and increasing stress levels at work.”
Evidence-Based Practice (EBOCD )
Bridges the academic scholar practitioner gap
Aims for effective and beneficial strategic organizational change and development
Facilitated by Managers, HRD professional practitioners, OD professionals, executive coaches and other OCD-related change agents who implement their OCD programs
EBOCD is “the …..use of current best evidence and/or of action research to inform, shape, critically reflect upon….decisions made in relation to the formulation and implementation of OCD interventions and the associated change management processes” (Hamlin, 2016, p. 129)
What is at the intersection of theory and practise of the change management?
Change assumptions from; ten Have et al. (2016, 2019)
262 managers from 43 organizations,, were interviewed (ten Have, ten Have & Janssen, 2009).
a selection of 54 bestsellers relevant to organization change and change management. From the top 100 bestsellers in 2015 on organization change and change management (from a total of 17,559 books listed on Amazon
54 books were selected \relevant to the perspective of managers and other practitioners, such as consultants.
The focus was on how change was planned and implemented
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The ten Have et al, (2016) research process
A team of four independent researchers reviewed the books and marked the assumptions and claims. A list of 18 assumptions was drawn up and selected for further review. Together these assumptions form the ‘story of change’:
The 18 assumptions or accepted beliefs that inform change management
1. Seventy per cent of all changes fail (e.g., Maurer, 2010; Mourier & Smith, 2001)
2. A clear vision is essential for successful change (e.g., Allen, 2002; Ibarra, 2015)
3. Without a sense of urgency people do not change (e.g., Kotter, 1996, 2012)
4. Trusting the manager is necessary for successful change (e.g., Kouzes & Posner, 2012)
5. When managing change, a transformational style of leadership is more effective than a transactional style of leadership (e.g., Collins, 2001; Heifetz, Grashow, & Linsky, 2009)
6.Organization change requires managers with high emotional intelligence (e.g., Goleman, 2015).
7. Support from the immediate manager is decisive for the success of change (e.g., Larkin & Larkin, 1994; Kouzes & Posner, 2012)
8. An influential leading coalition is necessary to effect change in an organization (e.g., Hesselbein & Johnston, 2002; Kotter, 1996/2012)
9. The ability of employees to change determines an organization’s capacity for change (e.g., Conner, 1992; Mourier & Smith, 2001)
10. Participation is the key to successful change (e.g., Connors & Smith, 2011; Watkins, 2013; Zaffron & Logan, 2009)
11. Resistance is damaging for change to succeed (e.g. Lawrence, 1954)
12. A fair change process is important for successful change (Brockner, 2006)
13. To change the organizational culture takes a lot of time and is complicated (e.g., Davidson, 2002; Humble, Molesky & O’Reilly, 2015; Watkins, 2013)
14. The organizational culture is related to the performance of an organization (e.g., Connors & Smith, 2011; Keller & Aiken, 2014)
15. Setting targets, combined with the giving of (periodic) feedback, is a powerful instrument for managers to effect change (e.g., Novak, 2012)
16. Commitment to change is essential for the successful implementation of it (e.g., Fredberg, Beer, Eisenstat, Foote, & Norrgren, 2008)
17. Financial rewards are effective to stimulate change and to improve performance (e.g., Heller, 1998; Conner, 1992, 2006)
18. Self-managing teams perform better than traditionally organized teams when effecting change (e.g., Laloux, 2014).
Practitioners found the following assumptions worked
Assumption 2: A clear vision is essential for successful change
Assumption 4: Trusting the manager is necessary for successful change
Assumption 7: The support of immediate managers is decisive (important ) for a successful change
Assumption 15: Setting targets, combined with the giving of (periodic) feedback, is a powerful instrument for managers to effect change
Assumption 12: A fair change process is important for successful change
Research findings about 18 Assumptions
True
Assumption 2: A clear vision is essential for successful change
Assumption 4: Trusting the manager is necessary for successful change
Assumption 7: The support of immediate managers is decisive for a successful change
Assumption 15: Setting targets, combined with the giving of (periodic) feedback, is a powerful instrument for managers to effect change
Assumption 12: A fair change process is important for successful change
True but it depends
Assumption 18: Self managing teams perform better than traditionally organized teams when effecting change
Assumption 8: An influential leading coalition is necessary to effect change in an organization
Assumption 9: The ability of employees to change determines an organization’s capacity for change
Assumption 11: Resistance is damaging for change to succeed
Assumption16: Commitment to change is essential for the successful implementation of it
Practitioner beliefs that lack research evidence
Assumption 6: Organizational change requires managers with a high degree of emotional intelligence (EQ). (Goleman, 1998).
Assumption 3: Without a sense of urgency people do not change (Kotter,1996)
Assumption 17: Financial rewards are effective to stimulate change and to improve performance
Assumption 5: When managing change, a transformational style of leadership is more effective than a transactional style of leadership
EBOCD Complexity & Change
Complexities and the continuous change from technological advancements and globalization require evidence-based organizational change and development (EBOCD)
Conclusions – high degree of uncertainty & complexity
a change process is complex not something that is clear-cut.
doubt and uncertainty prevail
when there is a lack of evidence, it means one should decide to try prototyping, to experiment and try out things.
and evaluate the experiment
What might a safe to fail experiment mean?
COMPLEXITY
Complexity theory:
adopted from the disciplines in natural sciences (Gleick, 1988; Lorenz, 1995; Styhre, 2002)
claims agents in organizations (e.g., individuals, groups) are interdependent and interact on a consistent basis in a dynamic environment (Thietart & Forgues, 1995)
helps understanding of discontinuous, disruptive, and emerging patterns of change in the organization (Arena, 2009; Dooley & Van de Ven, 1999; Lewis, 1994; Stacey, 2012).
Findings: complexity in education employment relationships
Parents
Children
Teachers
NZEI Union
Principal
Education Council
Government Neo –liberal
New public management
Board of Trustees
NZSTA
Education review office
In the common paramount interests of the child
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Complexity theory (cont)
“….proposed as a means to explain human interaction as organic, nonlinear, and multifaceted” (Lowell, 2016:14)
a system …of ongoing instability, conditions that result in …varying patterns and structures as it evolves and organizes itself into something new.
does not support planning for change …organizations should take advantage of paradoxes not as problems to be solved, but rather as conditions that trigger new solutions (Grobman, 2005)
Organisations & reflective learning
the importance of reflective learning -replace linear thinking with complexity thinking when addressing the complexities of today’s organizations. Stevenson (2012)
change agents should be to be ‘learning focused’ in complex organizations and ‘environments that are in constant flux ….‘critical reflection is a very important feature of evidence-based change (Hamlin, 2019)
A bottom up approach to change rather than top down
Assessment one
This reflection is based on your experience of change in an organisational setting as an employee, manager, business owner/ employer or as a volunteer. You are required to:
Briefly describe the change, identify the other stakeholders affected by the change and explain the role you played.
Reflect on your personal cognitive, affective, and behavioural responses to the changes and the responses of one other stakeholder.
Apply 6 essential assumptions about change management from the week 1 reading (ten Have, Graamans, & ten Have, 2019) to a critical reflection on your experience described above.
Critically analyse why two approaches to change management presented in any of the course readings might have been more appropriate than the experience you described above in 1. In this section you should apply, concepts, theories, models, or frameworks to your analysis from the course readings on p6 of this study guide. To electronically access the readings, follow the online link to the required readings under the ‘course resources’ tab on blackboard in MGMT862.
Reflective Analytical writing
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From description to analysis
Text Here
Writing an analytically influences grades
D = description
A =Analysis
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A Three Level Thinking guide- from Description to Analysis
Describing is writing or saying exactly you experienced
Interpreting: Is asking questions of the experience or situation seeking information to explain For example: So what does this picture without fruit on one side of the tree mean? Ask why is there a lack of fruit on one side of the tree? What theories or research might explain this issue/problem/ situation?
Analysing, Evaluating - looking beyond what is there to discover and explain meaning- relate the information to other knowledge apply relevant theory to draw conclusions. For Example How could Photosynthesis explain the problem we see here?
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An analytical paragraph: Problems in the citrus orange orchard
Read the paragraph BELOW and identify (ITAC) Issue/Theory/Application /conclusions.
In Gaye’s orchard the oranges are growing on one side of the trees. The citrus orchard is growing fruit at 50% of potential production. The orange trees are experiencing shade on one side of the orchard. This problem may be explained by the role of light during plant growth, known as the process of photosynthesis. Photosynthesis (Bassam and Lambers, 2020) involves green plants transforming light to convert water, carbon dioxide, and minerals into oxygen for plant growth. Bartholomew (1931) long ago discovered citrus leaves changed their water use during periods of light where leaves opened during mid day sunlight hours to enable efficient photosynthesis. According to Ptushenko, Ptushenko and Solovchenko (2020, shade reduced photosynthesis activity in plants due to the amount of “light for growth functions of plants” (p.25). . In the case of Gaye’s orchard the orange trees may need more sunlight for the photosynthesis process to be more efficient and the trees to produce fruit evenly across the trees. Therefore the orchard may require replanting or the hedge which is the cause of the shade could be removed to enhance plant growth through efficient photosynthesis.
Reference list
Bassam,J., A. & Lambers, H. (2020) Encyclopaedia Britannica. Retrieved from https://www.britannica.com/science/photosynthesis
Bartholomew, E.,T. (1931). Certain Phases of Citrus Leaf Transpiration. American Journal of Botany, 18(9), 765.
Ptushenko, O., Ptushenko, V., & Solovchenko. A. (2020). Spectrum of Light as a Determinant of Plant Functioning: A Historical Perspective. Life, 10(3), 25. https://doi-org.ezproxy.aut.ac.nz/10.3390/life10030025.
Applying the Three Level Thinking guide- from Description to Analysis
Describing is reading saying exactly what is there- what do you see? word for word, line by line.
Interpreting: So what does this picture without fruit on one side of the tree mean? Predicting when reading is reading “between the lines”. What did the author mean, when he/she said….?
Analysing - looking beyond what is there to discover and explain meaning- relate the information to other knowledge Application of relevant theory before drawing conclusions. For Example : How could Photosynthesis explain what we see here?
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Next week Cognitive, Affective and Behavioural Responses to Change
