Interventions in the Workplace Planned Change Models, Change Management Intervention Skills

1
Interventions in the Workplace Planned Change
Models, Change Management Intervention Skills
Professional Ethical Issues.
2
Overview

• The scope of the organisational intervention
• Change Management Models
• Core interpersonal skill requirements
• Ethical and professional issues in organisational
  interventions
• The future of Occupational Psychology in
  Organisational Intervention

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Organisational Interventions How to shape/manage
employee attitudes and behaviours

• Meyer (1997) research to date has looked at.
• Recruitment
• Socialisation and Training
• Promotion
• Compensation Benefits
• Change Management...

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Organisational Interventions

• Why is change management important?
• What type of change is required?
• Tweaking (adjustive or transitional change) or
• Trashing(transformational)
• Level of focus?
• Individual
• team
• organisation-wide
• Types of Intervention
• early 1980s New Technology
• mid 1980s Total Quality Management (TQM)
• 1990s Business Process Engineering (BPE)

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The Planned Approach to Organisational Change

• famous management gurus
• Charles Handy, Rosabeth Kanter, Tom Peters
• Blake Mouton (1976), French Bell (1984)
• The 3-step model
• Action Research Phases of Planned
• Change Model
• Kurt Lewin
• Research Center for Group Dynamics (f.1945)

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Lewins work

• Action Research (see previous notes)
• The Three Step Model of Change Lewin (1958)
• Unfreezing the present level
• Moving to the new level
• Refreezing the new level
• Phases of Planned Change
• Lippitt et al (1958) 7-phase model
• Cummings Huse (1989) 8-phase model
• Bullock Batten (19785) Integrated 30 different
  models gtgtgt 4-phase model
• Exploration Phase
• Planning Phase
• Action Phase
• Integration Phase

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Case Study

• A high street bank has decided that in order to
  remain competitive, it needs to offer alternative
  ways of banking to its customers (e.g. telephone
  banking and internet banking).
• Following Bullock Battens 4-stage process
  consider how the organisation may go about
  implementing this change in its business practice
  
• 1. Exploration Phase Activities becoming aware
  for the need for change, searching for outside
  assistance, establishing consultant contracts
• 2. Planning Phase Activities collecting
  information to ensure correct diagnosis of
  needs establish change goals and actions to
  achieve goals get decision makers support
• 3. Action Phase Activities implementation of
  changes - getting buy in from all employees
  affected evaluation of implementation
  activities
• 4. Integration Phase Activities consolidating
  and stabilising changes so they become part of
  the organisations normal activities (reinforcing
  behaviours, decreasing reliance on change
  consultants)

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Emergent Approach to Organisational Change

• Dawson (1994) Wilson (1992)
• Tenets
• reactive not proactive
• change is a process that unfolds through the
  interplay of multiple variables... within an
  organisation N.B. non-linear
• individuals/gps/orgs. are shifting coalitions of
  individuals and groups with different interests,
  imperfect knowledge, short attention spans
• Aim reach an understanding of the complexity of
  issues and identifying range of viable options .

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Change Management Consultancy Skills

• Core Interpersonal Skill Requirements
• Respect non-judgemental, open, receptive
• Empathy ability to sense what it feels like to
  be in that situation reflection
• Genuineness sincerity and immersion,
  self-awareness
• Active Listening
• What is your personal listening style?
• Under what conditions do you listen best vs.
  barriers to effective listening
• Questioning
• questioning as a means of listening
• challenging (when, what and how)
• Johari Window (Hopson, 1973)

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Issues in Organisational Interventions
Professional-Ethical Dilemmas

• OD approach advocates that managers solve their
  own problems/take ownership
• Professional values vs. client organisation
  values
• Organisational vs Individual values
• Disagreement over problem definition/recommendatio
  ns for change
• Intervention bandwagons
• Quality control
• others?.

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Conclusion Future challenges for OD
interventionists

• Collaboration with other disciplines
• Increasing challenge to the assumption of
  homogeneity of individuals within organisations
• gtgtgt culture sensitive business strategies
  (Pruegger, 1995)
• gtgtgt power relations (Harrison, 1994)