Think about organizations that you are familiar with, organizations where you work/ed, schools youve attended, or organizations with which you associate. Identify and briefly discuss a change/s in the organization.Share what instigated the change? Examine the change in terms of the 4 organizational change roles, change initiator, implementer, facilitator, recipient and who carried out these roles.Discuss the position or title in the organization (leader, manager, supervisor, or employee) with the role they played.Evaluate if they were effective and why or why not?Do you think the change was effective? Why or why not? References: Chapter 1 in Organizational Change: An Action-Oriented Toolkit Am, F. J. (2020, June 17). Innovation in a crisis: Why it is more critical than ever. Retrieved from McKinsey & Company: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/innovation-in-a-crisis-why-it-is-more-critical-than-ever Jaber, T. (2021). A surge toward a sustainable future: Organizational change and transformational vision by an oil and gas company. RAC – Revista de Administração Contemporânea, 25(3), 1-23. Saudi Vision 2030 Document. (2017). Retrieved from https://www.vision2030.gov.sa/media/rc0b5oy1/saudi…
Chapter 1: Changing
Organizations in Our Complex
World
Chapter Overview
The goal of the book: develop your ability to initiate and
manage change
Environmental factors affecting change are outlined: social/
demographic, technological, political, and economic forces
Four types of organizational change are discussed: tuning,
adapting, reorienting, and recreating
Four change roles are described: initiators, implementers,
facilitators, and recipients. The terms change leader and
change agent are used interchangeably and could mean
any of the four roles.
The difficulties in creating successful change are highlighted
and characteristics of successful change leader are
described.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
Your Experiences with Change
Management
Talk with one another (in small groups)
about your experiences with change
management.
What does this suggest organizational
change management is about?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
3
Organizational Change: Defined
The intentional and planned alteration of
organizational components to improve
organizational effectiveness.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
4
Organization Components
Organization components include the organizations:
Mission and vision
Strategy
Goals
Structure
Processes or systems
Technology
People
When organizations enhance their effectiveness, they
increase their ability to generate value for those they
serve
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
5
The Knowing?Doing Gap
Change capability has become a core
managerial competency
But managers abilities to deliver on change
are modest at best
There is a major knowing?doing gap
Knowing concepts and theories is not
enough
Managers need to become effective agents
of change, possessing the will and skills to
make positive change happen
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
6
Orientation of the Book
There is a story of two stone cutters:
The first, when asked what he was doing,
responded: I am shaping this stone to fit into
that wall.
The second, however, said: I am helping to
build a cathedral.
This book is orientated towards those who want to be
builders.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
7
Why is change a Hot Topic?
Environmental Forces Driving Changes (PESTEL
factors):
Political Changes
Economic Changes
Social, Cultural and Demographic
New Technologies
Legal Changes
Ecological/Environmental Factors
Turbulence and ambiguity define the landscape for
both the public and private sectors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
8
Toolkit Exercise 1.2
Analyzing Your Environment
Select an organization you are familiar with. What are the key
environmental issues affecting it? List these and their implications
for the organization.
Political Factors
Implications?
Economic Factors
Implications?
Social Factors
Implications?
Ecological/Environmental Factors
Legal Factors
Implications?
Implications?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
9
New Organizational Forms & Management
Challenges Due to Environmental Change
Macro Changes and Impact
Digitization leading to:
Faster information transmission
Lower cost information storage and transmission
Integration of states and opening of markets
Geographic dispersion of the value chain
All leading to globalization of markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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New Organizational Forms & Management
Challenges (cont.)
New Organizational Forms and Competitive Dynamics
Global small and medium-sized enterprises
Global constellations of organizations (i.e., networks)
Large, focused global firms
All leading to:
Spread of autonomous, dislocated teams
Digitally enabled structures
Intense global rivalry and running faster while
seeming to stand still
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
11
New Organizational Forms & Management
Challenges (cont.)
New Management Challenges
Greater diversity
Greater synchronization requirements
Greater time-pacing requirements
Faster decision making, learning and innovation
More frequent environmental discontinuities
Faster industry life-cycles
Faster newness and obsolescence of knowledge
Risk of competency traps where old competencies no
longer produce desired effects
Greater newness and obsolescence of organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
12
The Causal Model Driving Change
Macro Changes
and Impacts in
the Environment
New
Organizational
Forms &
Competitive
Dynamics
Management
Challenges in
A New Time
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
13
Macro Changes and Impact
Faster Information
Transfer
Digitization
Lower-cost
information storage
and transmission
Geographic
dispersion of the
value chain
Integration of States
and Opening of
Markets
New Org
Dynamics
Globalization of
Markets
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
14
New Organizational Forms and
Competitive Dynamics
Rise of global
SMEs
Spread of autonomous,
dislocated teams
Rise of global
constellations
Spread of digitally
enabled structures
Rise of large,
focused global
firms
Management
Challenges
More intense
competitive rivalry
More intense
Red Queen
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
15
Management Challenges in
A New Time
Greater
Synchronization
Requirements
Greater Diversity
Faster decision
making, learning
and innovation
Greater Time Pacing
Requirements
Faster newness
and obsolescence
of knowledge
More frequent
environmental
discontinuities
Greater Risk of
competency traps
Faster industry
lifecycles
Faster newness &
obsolescence of
organizations
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
16
Common Management Responses to
Competitive Pressures
Running hard, but for all purposes standing still
Called the Red Queen phenomenon (Alice
Through the Looking Glass, by Lewis Carroll)
In global competition, what matters is not the
firms absolute rate of learning and innovation,
but the relative pace of its development
compared to its rivals.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
17
Toolkit Exercise
What Change Challenges do You See?
Pick an Organization
What are the change challenges you
see it facing?
How well are they doing?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
18
Four Types of Organizational Change
Anticipatory
Reactive
Incremental
Strategic
Tuning
Re-orientation
Adaptation
Re-creation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
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Types of Organizational Change
A
N
T
I
C
I
P
A
T
O
R
Y
R
E
A
C
T
I
V
E
Incremental/Continuous
Discontinuous/Radical
Tuning
Incremental and anticipatory
Need is for internal alignment
Focuses on individual
components or sub-systems
Middle management role
Implementation is the major task
Redirecting or Reorienting
Strategic proactive changes based on
predicted major changes in the
environment
Need is for positioning the whole
organization to a new reality
Focuses on all organizational
components
Senior management create sense of
urgency and motivate the change
Adapting
Incremental changes made in
response to environmental
changes
Need is for internal alignment
Focuses on individual
components or sub-systems
Middle management role
Implementation is the major task
Overhauling or Recreating
Response to a significant
performance crisis
Need to reevaluate the whole
organization, including its core values
Focuses on all org. components to
achieve rapid, system-wide change
Senior management create vision
and motivate optimism
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
20
Nature of the Impact of Change
Short-term impact/consequences
Direct and indirect effects
Moderating factors
Intermediate impact/consequences
Long-term impact/consequences
THE LESSON: Planned changes dont always
produce the intended results
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
21
Common Causes of Difficulty with
Organizational Change
Managers dont do their analytic homework
Managers are action oriented and assume others will
see the inherent wisdom in the proposed change
Managers under or overestimate their own power
and influence (and that of others)
Managers see transition periods as a cost, not an
investment
They underestimate the resources & commitment
needed to integrate the human dimensions with other
aspects of the change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
22
Common Causes of Difficulty with
Change (cont.)
Managers are unaware their actions (and those of other key
managers) may be sending conflicting messages
Managers find human processes unsettling or threatening
Managers lack capacity (attitudes, skills, and abilities) to
manage complex changes that involve people
Managers’ critical judgment is impaired due to
overconfidence, under confidence, and/or group think
Unanticipated external factors can play a huge role
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
23
Four Organization Change Roles
1. Change Initiators
Identify need and vision
Act as a champion
2. Change Implementers
Chart the detailed path forward & make it happen
Nurture support and alleviate resistance
3. Change Facilitators
Aids in analysis and issue management along the way
Provides advice and council
Sometimes helps smooth the way through helping
resolve issues, alleviate resistance and nurture support
4. Change Recipients
Those affected by the change who have little input to the
process or content of the organizational change
Have to alter behaviors to ensure change success
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
24
Toolkit Exercise 1.3
Change Roles in Organizations
Think of a time when you have been involved in change.
What roles did you play? How comfortable were you with
each of those roles?
1. Change Initiator
2. Change Implementer
3. Change Facilitator
4. Change Recipient
How did each of these roles feel? What did you
accomplish in each role?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
25
Characteristics and Skills of the
Change Leader
Formal change leaders (or agents)
spearhead the change, and may play any or
all of the change roles.
Informal change leaders can emerge
anytime throughout the change process
What are the key characteristics and skills of
the change leader?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
26
Whats Required to be a Successful
Change Leader?
Keen insight into the external environment and skilled
anticipator of what is evolving
Rich understanding of organizational systems and
processes, power structures and stakeholder networks
Excellent analytic, interpersonal and communication
skills
Driving passion for action, yet patient and persistent
Well-developed sense of timing and tactics
Ability to assess and manage risk
An ability to focus on outcomes while also paying very
close attention to process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
27
Whats Required to be a Successful
Change Leader? (cont.)
Tolerance for ambiguity and risk taking
Emotional maturity and courage
Self-confidence and optimism
Honest and trustworthy
Capacity to engage others and inspire confidence
Deep understanding of themselves and their impact
Curiosity and strong desire to learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
28
Change Leaders Embrace Change
Paradoxes
Recognize that change leaders sometimes drive change from the
front, while at other times they empower others and stay out of the
way
Recognize resistance to change is both a problem and an
opportunity
Focus on the outcomes of change, but are very careful about the
management of the process
Recognize the tension between getting on with it and reassessing
and changing direction
Capacity to balance patience and impatience
Recognize the absolute rate of learning is less important than the
relative rate of learning in comparison to competitors
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
29
Critical Questions when Considering Change
1. What is the environment telling you prior to, at the
beginning, during and following the implementation
of the change? In particular:
a. What is the broader environment telling you about
future economic, social and technological conditions
and trends?
b. What are your customers or clients (both inside and
outside the organization) telling you?
c. What are your competitors doing and how are they
responding to you?
d. What are the partners within your network doing and
how are they responding to you?
e. What do the people who will potentially be the leaders,
managers and recipients of change want and need?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
30
Critical Questions when Considering Change (cont.)
2. Why is change needed? Who sees this need?
3. What is your purpose and agenda?
How does that purpose project to a
worthwhile vision that goes to the heart of the
matter?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
31
Critical Questions when Considering Change (cont.)
4. How will you implement and manage the
change?
a.How will you resource the change initiative?
b.How will you select and work with your change
team?
c. How will you work with the broader
organization?
d.How will you monitor progress so that you can
steer, alter speed and course, if necessary?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
32
Critical Questions when Considering Change (cont.)
5. How will you ensure that you act (and are
seen to act) ethically and with integrity? What
have I learned about change and how can I
remember it for the future? How can I pass on
what I learned?
6. Once the change is completed, what comes
next? The completion of one change simply
serves as the starting point for the next.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
33
Summary
Need for change often originates in the
external environment.
Change upsets the internal equilibrium in an
organization and thus may be resisted.
People can play many different change roles.
How they play these roles makes a significant
difference!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
34
Appendix 1: Roots of Organizational
Development
Small group training:
Focused on creating change by improving self-awareness
and the groups dynamics
Survey research and feedback:
Intervened with sophisticated surveys and analysis to create
the need for change
Action research:
Encouraged the use of action, based on research, in
continuous cycles (in essence, learning by doing, followed by
observation, doing and more learning)
Socio-technical systems:
Focused on the interaction between the sociological and
technical subsystems of the organization and described
change in more holistic terms
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
35
Organizational Development vs. Organizational Change
Organizational
Development
Based primarily on
psychology
Underlying
Theory & Individual/group functioning
Analytical
framework
Facilitator or process
consultant
Role of
Change
Agent
Change Management
Includes principles and tools from
sociology, information technology and
strategic change theories
Individual/group functioning AND
systems, structures, work processes
(congruence model)
Content expert (organization design
and human performance) AND process
consultant
Member of cross-functional team,
which includes strategists and
technologists
Part of project organization, which
includes client managers/employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
36
Organizational Development vs.
Organizational Change
Organizational
Development
Intervention
Strategies
Change Management
Not directly linked to strategy
Driven by strategy
Focus on one component at
a time
Simultaneous focus on several
components (strategy, human
resources, organization design,
technology)
Normative-re-educative
(change attitudes to change
behavior)
Action-oriented (change behavior
before attitudes)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
37
Positioning the Course
Management
Focused Change
OD / HR Focused
Change
Re-Structuring
Re-Engineering
Re-Design
Surveys
QWL Programs
Hi-Perf Systems
Visioning
Stakeholder
Analysis
Action Planning
Process Skills
Team Building
Third Party
Intervention
This
Course
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing.
38
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