2/18/2012

Learningobjectives MANAGINGCHANGE
Prof.Dr.RumenGechev

APPROACHESTOCHANGE MANAGEMENT

After studying this chapter, you should be able to: describe the main theoretical foundations of change management; discuss the contribution of Kurt Lewin to managing change; show how Planned change has evolved under the Organization Development movement; list the main criticisms of Planned change and Organization Development; describe the incremental, punctuated-equilibrium and continuous transformation;

TheoreticalfoundationsoftheSchools: (1)Perspective,(2)GroupDynamicsand(3)OpenSystems

Behavioristsperspective
Behavior is learned; the individual is the passive recipient of external and objective data. In order to change behavior, it is necessary to change the conditions that cause it (Skinner, 1974); Pavlovs case for conditioning behavior (1927) how dog could be taught to salivate at the ringing of a bell, by conditioning the dog to associate the sound of the bell with food;

TheIndividualPerspectiveSchool Twocamps: A. Behaviorists view behavior as resulting from an individuals interaction with their environment; B. GestaltField psychologists believe that an individuals behavior is the product of environment and reason.

GestaltFieldPerspective
Behavior is not just a product of external stimuli; rather it arises from how the individual uses reason interpret these stimuli. Consequently, the proponents seek to help individual members of an organization change their understanding of themselves and the situation in question, which in turn, they believe, will lead to changes in behavior.

GroupDynamicsSchool
Kurt Lewin (1947): because people in organizations work in groups, individual behavior must be seen, modified or changed in the light of groups prevailing practices and norms. Norms are rules or standards that define what people should do, think or feel in a given situation. Explicit norms are formal, written rules, which are applicable to all. Implicit norms are informal and unwritten, and individuals may not even be consciously aware of them. Nevertheless, implicit norms are playing vital role in dictating the actions of group members.

2/18/2012

OpenSystemsschool
Sees organizations as composed of a number of interconnected subsystems. The approach to change is based on the understanding that the change of an organization could be made through the change of the subsystems. Miller(1967)arguesthatthereare4principal subsystems,whichareINTERDEPENDANT: A.Goalsandvalues. B.Technical. C. Psychological. D.Managerial.

ThePlannedapproach:fromLewin to OrganizationalDevelopment(OD)
OD is about people and organizations and how they function, it is also about planned change, that is getting individuals, teams and organizations to function better. Planned change involves: (a) common sense, (b) hard work applied diligently over time, a (c) systematic, goal oriented approach, and (d) valid knowledge about organizational dynamics and how to change them.

ThePlannedapproach:fromLewinto OrganizationalDevelopment(OD).continue Hurleyetal(1992)pointedoutthefollowing democratichumanist values: (a)Empowering employeestoact; (b)Creatingopennessincommunications; (c)Facilitatingownershipofthechangeprocess anditsoutcomes; (d)Thepromotion ofacultureofcollaboration; and (e)Thepromotion ofcontinuous learning;

FrenchandBell(1973):
corevaluesofOD
Needs and aspirations of human beings provide the prime reasons for the existence of organizations within society. Change agents believe that organizational prioritization is a legitimate part of organizational culture. Change agents are committed to increased organizational effectiveness. OD places a high value on the democratization of organizations through power equalization.

LewinandPlannedchange
Field theory for group behavior to change was necessary to unfreeze the forces restraining change, such as personal defenses or group norms. (status : when maintained because forces driving change are in balance with the forces restraining change)= He used the term quasistationary equilibrium to indicate that, whilst there might be a rhythm and pattern to the behavior and processes of a group, these tended to fluctuate constantly owing to changes in the forces or circumstances that impinge on the group.

Lewin andPlannedchangecontinue
ActionResearch:twoprongedprocesswhich wouldallowgroupstoaddressthesethree questions: Firstly,itemphasizesthatchangerequiresaction, andisdirectedatachievingthis. Secondly,itrecognizesthatsuccessfulactionis basedonanalyzingthesituationcorrectly, identifyingallthepossiblealternativesolutions andchoosingtheonemostappropriatetothe situationathand.

2/18/2012

Lewin andPlannedchangecontinue
ThreeStepmodel:(1)unfreezing;(2)moving;and(3)refreezing Zell(2003)andCarnall (2003)developedthecopyingCyclewithits fivestages: (1)Denial;

TheChangingnatureofOrganizationDevelopment Greinersredflags (1)Puttingtheindividualbeforetheorganization. (2)Informalbeforeformalorganization. (3)Behaviorbeforediagnosis; (4)Processbeforetask; (5)Expertsbeforethemanager; (6) Package before the situation the use of package change programs (structured, universal change), may lead to underestimation of the uniqueness of the organization;

(2)Defense; (3)Discarding acceptingthenewrealityunderpressure; (4)Adaptation; (5)Internalization changebecomefullyoperational.People seechangesNOTasNEWbutasNORMAL thewaythings shouldbe.

ODDilemmas
I. ODExpertise The group behavior focus is wellunderstood, accepted and supported by tried and tested tools and techniques. The organizational transformation focus is unclear, less developed and more contentious. II. OD Values The group behavior focus promotes humanistic and democratic values through participative learning. The organizational transformation focus is more autocratic, less participative and less about individual and group learning.

Thefrequencyandmagnitudeof organizationalchange
The incremental model of change individual parts of an organization deal incrementally and separately with one problem at a time. The punctuated equilibrium model of organizational transformation punctuated discontinuities are typically triggered by modifications in environmental or internal conditions, for example, new technology, process redesign, or industry deregulation. Culture of change: Intel, WalMart, HP, Gillette