Session Eight Soft systems models for change

Transcription

1 Slide 8.1 Session Eight Soft systems models for change Learning objectives: Recognize that some change situations (problems/opportunities), by nature of their complexity and particular characteristics, require soft rather than hard systems approaches to change Consider the philosophy, value orientation and theoretical underpinning of organizational development as a generalized example of soft systems models for change Outline and describe the processes and practices that comprise most OD approaches to designing and implementing organizational change Critically review the limitations of OD approaches to managing change

2 Slide 8.2 Managing change in situations of soft complexity Ackoff (1993) identifies three different kinds of things that can be done about problems they can be resolved, solved or dissolved The challenge to rationality

3 Slide 8.3 Organization Development philosophy and underlying assumptions French and Bell (1999, pp.25 6) OD is a long term effort, supported by top management, to improve visioning, empowerment, learning and problem-solving processes, through an ongoing, collaborative management and organizational culture with special emphasis on the culture of intact work teams and other team configurations using the consultant facilitator role and the theory and technology of applied behavioural science, including action research. Cummings and Worley (2005) OD is a systematic application and transfer of behavioural science knowledge to the planned development, improvement, and reinforcement of the strategies, structures and processes that lead to organizational effectiveness.

4 Slide 8.4 Characteristics of the OD approach to change 1. It emphasizes goals and processes but with particular emphasis on processes the notion of organizational learning as a means of improving an organization s capacity to change is implicit in OD approaches 2. It deals with change over the medium to long term, that is, change that needs to be sustained over a significant period of time 3. It involves the organization as a whole as well as its parts 4. It is participative, drawing on the theory and practices of the behavioural sciences 5. It has top management support and involvement 6. It involves a facilitator who takes on the role of a change agent 7. It concentrates on planned change but as a process that can adapt to a changing situation rather than as a rigid blueprint of how change should be done

5 Slide 8.5 The significance of people in organizations Paton and McCalman (2000, p.121) offer three fundamental concepts with respect to the management of people gaining their commitment to their work and organizations: 1. Organizations are about people 2. Management assumptions about people often lead to ineffective design of organizations and this hinders performance 3. People are the most important asset and their commitment goes a long way in determining effective organization design and development

6 Slide 8.6 Additional considerations The significance of organizations as systems The significance of organizations as learning organizations

7 Slide 8.7 The OD process Lewin s three-phase model of change 1. Unfreezing the shake up of people s habitual modes of thinking and behaviour to heighten their awareness of the need for change 2. Moving the process of making the actual changes that will move the organization to the new state 3. Refreezing the process of stabilizing or institutionalizing the changes

8 Slide 8.8 OD an action research-based model of change French and Bell (1999) and Cummings and Worley (2005) give detailed descriptions of action research it is a collaborative effort between leaders and facilitators of any change and those who enact it. It involves the following steps: 1. Management s perception of problems 2. Consultation with behavioural science expert 3. Data gathering and preliminary diagnosis by consultant 4. Feedback to key client or group 5. Joint agreement of the problems 6. Joint action planning 7. Implementation 8. Reinforcement and assessment of the change

9 Slide 8.9 The OD process Stages 1a and 1b The present and the future (a) Diagnose current situation (b) Develop a vision for change Stage 2 Gain commitment to the vision and need for change Stage 3 Develop an action plan Stage 4 Implement the change Stage 5 Assess and reinforce the change

10 Slide 8.10 Activity Identify a change initiative in which you have been involved (or one with which you are familiar). To give you practice using the responsibility chart, list some actions associated with that change and assign the people involved according to their responsibility role(s). Consider whether Beckard and Harris s ground rules for assigning roles were adhered to. If not, did this cause confusion of responsibilities and/or impede action?

11 Slide 8.11 An assessment of the OD model for change OD does not always face up to the harsh realities of change OD is limited when change situations are constrained OD in the public sector OD in different cultures

12 Slide 8.12 Comment and conclusions OD is able to address issues of soft complexity Soft systems are essentially planned approaches to change