CP2

The Change Process

University of the Cumberlands

Weeks 3 & 4

Leadership and the Change Process The Change Puzzle

The Social Aspects of Organizational Change

Three Perspectives on Social Change

• Learning is a change in behavior.

• Individuals and organizations change; therefore we can assume that learning has occurred if change is seen in either.

• Axiom: All learning is not necessarily good learning; therefore, all change is not good.

• Three basic ways to look at organizations and their relationship to change: conflict; structural- functional; and interactionism.

Conflict

• The conflict paradigm is associated with Karl Marx.

• In any organization, there are those who hold more power than others.

• Some leaders will make decisions that impact subordinates

• Some decisions and actions made by subordinates will impact their supervisors.

• Because there are differences in the amount of power various people hold in an organization, some people see conflict or inequalities among the layers of the hierarchy.

• Each layer has its own interests, which may be different from the others.

• It is in these perceptional differences that potential conflict rests.

• This argument is used to support notions like social and economic justice

Conflict and Change

• Depending on one’s position in the organization’s hierarchy, change will mean different things to one person as compared to others who occupy a different position.

• A change initiative can exacerbate conflict.

• There is often a fight, flight, or unite reaction.

• They occur in that sequence of stages.

Structural- Functionalism

Structural-functionalism is associated with French sociologist Emile Durkheim.

It is quite possible for a leader to focus his or her attention on how the institution or unit is organized - its structure.

Reorganizations may take place for a variety of reasons, but in this model, emphasis is placed only on where people fit into the structure.

People and their positions are seen as organs in the organism (the institution or unit).

Emphasis is placed on work performed or function (task).

Interactionism

• Interactionism is associated with sociologist George Herbert Meade. An interactionist leader is concerned about how people will relate to one another when change occurs.

• Interaction takes the form of :

• Dramaturgical approach - roles that people play;

• Ethnomethodology - how people create their understanding and then how the communicate it to others;

• Symbolic Interactionism - meaning of ideas and objects.

• Interactionism necessarily places an emphasis on individuals.

Centripetal and Centrifugal

Social Forces

• In the context of interactionism and symbols, we need to consider the role of centripetal and centrifugal social forces.

• Centripetal social forces are associated with objects, ideas, and proposals that represent values and beliefs people can support; in this instance, they are unifying forces.

• Centrifugal social forces, on the other hand, are associated with objects, ideas, and proposals that represent values and beliefs all people cannot or will not support; in this instance, they are dis-unifying forces.

Integrate Perspectives

• It is arguably best to integrate all three perspectives into the way in which you view leading people toward new objectives.

• You will be seen as someone representing new ways of doing things when you step into a new leadership role.

• For some colleagues, this presents something of a threat to them.

Promote Leaders from

Within

• Some organizations promote from within to minimize the shock of the perception of new leadership, which represents change.

• A new person to the organization may, in the minds of some, suggest a new and presumably radical situation that can invite the fight, flight, and unite scenarios.

• It also reduces the risk of introducing someone into management that does not know the culture and mission of the unit. However, the organization may look quite different from the new position.

New Blood

• Other organizations aren’t so concerned about minimizing the risk of conflict .

• They often bring in new people (“new blood”) as leaders.

• There are at least two advantages in doing this:

• New and unknown leaders do not carry “private deals” with coworkers and peers, which suggest cooptation.

• Cooptation often occurs when a leader wants to be one of the group; it causes the gradual decline in power and influence that result from making deals and compromises with subordinates and peers.

Structure can Lead to Efficiency

• Max Weber (1864-1920), a German sociologist, popularized the term bureaucracy, which refers to an organization’s • structure (where people are situated);

• procedures and protocols (roles and actions), and

• regulations to manage activity (culture and social interaction).

• Bureaucracy allows for people to develop specializations, which can lead to increased efficacy.

Problems with Bureaucracy

• While bureaucracies can be efficient, they can also resist change.

• A common source of opposition comes from individuals and groups who feel that they are only responsible for certain activities because they are specialists.

• This is the opposite idea of cross-training employees, which moves people out of their spatially-defined comfort zone.

• Turf can be an issue. Why? Hiring people with more than one skill or knowledge set reduces this risk.

Weber’s Criticism of Bureaucracy

• According to Weber, modern bureaucracies are plagued by impersonality, concentration of the means of administration (Power and Power Systems), a leveling effect on social and economic differences (“we in this department are just as important as the folks in that department”) and implementation of a system of authority that is practically indestructible (the organization itself resists change and management).

Power

• Weber also discussed social (organizational) power: Power is the probability that one actor within a social relationship will be in a position to carry out his or her own will.

Power

• Will leaders have the power needed for change?

• What is the relationship between power and leadership?

How do these topics fit in a Change Initiative?

• Conflict

• Structural Functionalism

• Interactionism

• Fight, flight, unite

• Promote from within/new blood

• Centripetal and centrifugal social forces

Activities & Assessments

Week 3

Post to Discussion Forum 2 with initial response

Week 4

Post to Discussion Forum 2 with at least two peer responses