WELCOME HRD 646 Organizational Change

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WELCOMEHRD 646Organizational Change
Planning Fall B, 2007
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ACTIVELY MANAGING CHANGE

• What are the Destabilizing forces?
• What requires Changing?
• By what methods?
• What Design Strategy?

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ACTIVELY MANAGING CHANGE

• What are the Destabilizing forces?
• What requires Changing?
• By what methods?
• What Design Strategy?
• WHOS INVOLVED?

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PEOPLE OF THE CHANGE PROCESS

• CHANGE AGENTS
• CHANGE RECIPIENTS

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• Inventor
• Champion
• Sponsor
• Critic

CHANGE AGENTS as
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CHANGE AGENTS as

• CATALYSTS
• SOLUTION GIVERS
• PROCESS HELPERS
• RESOURCE LINKERS

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CHANGE AGENTS as

• CATALYSTS
• SOLUTION GIVERS
• PROCESS HELPERS
• RESOURCE LINKERS

CAN BE A SPONTANEOUS OR DESIGNATED POSITION
p.141 - 142
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CHANGE AGENTS as
CAN BE INTERNAL OR EXTERNAL TO THE ORGANIZATION

• CATALYSTS
• SOLUTION GIVERS
• PROCESS HELPERS
• RESOURCE LINKERS

CAN BE A SPONTANEOUS OR DESIGNATED POSITION
p.141 - 142
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CHANGE AGENTS as
CAN BE INTERNAL OR EXTERNAL TO THE ORGANIZATION

• CATALYSTS
• SOLUTION GIVERS
• PROCESS HELPERS
• RESOURCE LINKERS

CAN BE STAFF OR LINE POSITION

CAN BE A SPONTANEOUS OR DESIGNATED POSITION
p.141 - 142
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CHANGE AGENTS as
CAN BE INTERNAL OR EXTERNAL TO THE ORGANIZATION

• CATALYSTS
• SOLUTION GIVERS
• PROCESS HELPERS
• RESOURCE LINKERS

CAN BE STAFF OR LINE POSITION

CAN BE A SPONTANEOUS OR DESIGNATED POSITION
Advantages and Disadvantages to each p.150
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CHANGE AGENTS THEIR PERSONAL
CHARACTERISTICS Lets Discuss p.147


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On Design Strategys

• Favorableness of Change Agent
• Authority
• KSAs to conduct change,
• incl. ability to conceptualize goals, adeptness
  at cooperating with other

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OTHERS OF THE CHANGE PROCESS

• CHANGE RECIPIENTS

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OTHERS OF THE CHANGE PROCESS

• CHANGE RECIPIENTS
• Barriers to Appreciation of the need to Change
• Barriers to Acceptance of the Change
• Barriers to Acting out the Change

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• Addresses the Favorableness of Change Recipient
• Recipient Awareness (the degree to which members
  PERCEIVE THE NEED for change)
• Belief in the need for Change (the degree to
  which members ACCEPT the idea the change should
  occur)
• Degree of Commitment (dedication members have to
  make the propose change work)

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CHANGE POLICY


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CHANGE POLICY

• Questions governing Change
• Change Management Questions
• Versus
• Change Policy Questions

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CHANGE POLICY

• Change Management Questions
• Why must the org change?
• What is being changed?
• How will the change be accomplished?
• Who is involved in the change?

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CHANGE POLICY

• Change Policy Questions
• What blend of Change and Stability?
• What change resources are available?
• How will resources be allocated?
• How will the transition from current state to
  future state be staged?

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Purpose Leadership Focus Planning Motivation Con
sultants
Theory E Theory O Max
Economic Value Dev Org Capabilities
Top-Down Participative Structure/Systems Cultu
re Programmed Emergent Incentives
Lead Incentives Lag Large/knowledge-driven Small/
process-driven
SOME OF IT LIES IN THIS FRAMEWORK
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THE PEOPLE OF THE CHANGE PROCESS

• At a strategic level is the
• CHANGE MANAGER is responsible for
• Vision, Purpose, Planning of Change
• Communicate Priority of Change Projects
• Supply critical resources and training

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Change Managers Responsible for Leading the
Unfreezing the Status Quo
Desired
state
Restraining
forces
Status
quo
Driving
forces
Time
Lewin
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SPECIFIC STRATEGY OF CHANGE

Objects
of Change
What Method of Change How

Strategy

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ACTIVELY MANAGING CHANGE

• What are the Destabilizing forces?
• What requires Changing?
• By what methods?
• What Design Strategy?

EXPLICIT CHANGE MODEL

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That is, WHAT MADE IT ACTIVE VS. PASSIVE,
However, IMPLICIT STRUCTURE

• What are the Destabilizing forces?
• What requires Changing?
• By what methods?
• What Design Strategy?

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Implicit vs. Explicit?
Nickols, F. W. (2000)
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So, we expand our CHANGE MODEL to An
EXPLICITLY-BASED one

• Initiating
• Envisioning
• Crafting
• Conducting

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So, we expand our CHANGE MODEL to An
EXPLICITLY-BASED one

• Initiating
• Envisioning
• Crafting
• Conducting

Now, includes Benchmarking And Descriptions!


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• Phase 1 Initiating
• Acknowledge destabilizers by recognizing them
• Burke destablizers exist because
• Same problems keep reoccurring
• Nothing seems to fix them
• Morale is low

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On Destabilizers
Environment

Big E
Environment
Little E
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• Phase 1 Initiating
• Analyze against Standards
• Skibbins Org Behavior checklist (p.193)
• Cookes - Unethical Behavior P. 194

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• Phase 1 Initiating
• Formulated Problem Statements
• Our sales are off for the sixth straight week.
• Utilizing a WHY tree

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Now what?

• Individual task behaviors
• Organizational Processes
• Strategic Direction
• Org Culture

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• Phase 1 Initiating
• Developing Solutions

Leads to Phase 2 Envisioning

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Phase 2 Envisioning

• Present State (status quo)
• Future State (desired state)

aka HRD Opportunity
This future changed state must be an improved
changed state
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Phase 2 Envisioning entails unfreezing the
Status Quoby Description
Desired
state
Restraining
forces
Status
quo
Driving
forces
Time
Lewin
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Phase 2 Envisioning entails unfreezing the
Status Quoby Description
Desired
state
Status
quo
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Phase 2 Envisioning entails unfreezing the
Status Quoby Description
Desired
state
Status
We cut and stitch seat covers using old
technology.
quo
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Phase 2 Envisioning entails unfreezing the
Status Quoby Description
Install machines with 21st century technology
to cut and stitch seat covers.
Desired
state
Status
We cut and stitch seat covers using old
technology.
quo
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Phase 2 Envisioning entails unfreezing the
Status Quoby Description
Install machines with 21st century technology
to cut and stitch seat covers.
Desired
state

• Imagining how other departments will be affected
• Adding a thrid shift to make the new machine
  cost-effective
• Moving offices to make room for the larger
  equipment
• Job descriptions for cutters and sewers will be
  revised
• Computer keyboarding skills are now required

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Phase 2 Envisioning entails Unfreezing the
Status Quo
Try to Describe now
Desired
state
Restraining
forces
Status
Try to Describe now
quo
Driving
forces
Time
Lewin
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e.g., describing Restraining and Driving forces


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EXPLICIT CHANGE MODEL

• Initiating
• Envisioning
• Crafting
• Conducting

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EXPLICIT CHANGE MODEL

• Initiating
• Envisioning
• Crafting
• Conducting

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Phase 2 Envisioning

Leads to Phase 3 Crafting

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Phase 3 Crafting Designing the Change With
consideration to

• Time
• Extensiveness
• Contingencies (e.g., change in E)
• Strategy
• Agent

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Phase 4 Conducting the Change

• Implementation
• Evaluation

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Phase 4 Conducting the Change

• Implementation -
• tactics of communication and presentation
  dealing with change resistance and barriers

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Phase 4 Conducting the Change

• Evaluation -
• looking at metrics of impact, such as
  profitability, productivity, efficiency, employee
  turnover

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Conducting the Change à la Kirkpatrick
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Conducting the Change à la Kirkpatrick
EVALUATION Incl. ROI
IMPLEMENTATION
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Ethical Issues in Conducting Change
V

A
B

Many times Change involves Changing (A)ttitudes
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Ethical Issues in Conducting Change
V

A
B

Many times Change involves Changing (A)ttitudes
but consider Thomas Fitzgeralds Point about
so-called frozen Attitudes (p.222)
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Break-out session

• Considering the ethical issues with
• Selection of Change Strategy
• Selection of the Change Recipient
• Change Managements responsibilities