Definition of OD and MC

What is change Management?  Where does it come from?  Adaptation (to the market, system...) Organisation as an organism Strategy is more about adapting (external adaptation) Balance between internal/external environment Definition of management: Is it controlling (extreme organisationnal management)? Is it capabilities (leader, inspire people...)? Is change smthg we are in charged of? Is it coming by itself? Change comes from external factors: not in control!

Definition of Organisation Development:  Value organisation Most people don't accept change Most sophisticated part of CM Ethics = values  Ethical pb included in the change process Building trust -> if no trust -> no OD!! what is OD? Change agent of OD = coach => want the system the get to the point in a participative mannerPM? Director! Intended goals & power

Planned Change = ODStrategy:  need to map the territory Expertise in PM (PM: bureaucracy => not a natural phenomena) Empirical - Rational strat.: work with evidences, very structured & dodgy, individuals rationals => accept change if in their best interest Power Coercive: power = essence of change - empowerment of the top. Legitimate (law, rules) or coercive power. OD more about egalitarism & building trust Normative - Reeducative strat.: analyse & compare bureaucratic / organic form.  Views/attitudes will lead change - change can  be forced or complied (need energy, involvement, communication) - successful changes = change in attitude, values, skills and knowledge  

Theory of Change  Psychodynamic theories (internal) Technical Theories Social Theories (coercive change, interactional change, socialization change, natural change, planned change) Planned change = OD => Richard Beckhard (1969)

Strategy of Change: Theory E vs Theory O Theory E: economical, theocratic theory, cost analysis/benefits => economic sense => still dominant today (TOP DOWN management) Theory O: learning, organisation, socialism Need to mix them => paradox!! Bring OD back on the agenca -> impact on PM

Images of Change Managers and Managing Change Controlling (top down management, planning, organizing, commanding, coordinating, controlling => Fayol's theory) Shaping (participative management, improving capabilities) Outcomes: Intended change (result of a planned action) Partially intended change (may need to be re-modified) Unintented change (forces beyond the control of the change manager)

2 Extremes: Controlling and Shaping Director / Coach (not expertise - takes the best from people) Navigator (politician, animal, processual) / Interpreter (dialogue, sense making process, pro active) Caretaker (seat back, lifecycle approach, env. decides, invisible hand, determinism) / Nurturer ( encourage self org°, not in charge, decentralize change, change completely unpredictable) Politics: determine what will happen or not

Scale of Change: Incremental: involve people (opposite of bureaucracy, manage and organize differently)                            high level of dependency tot the OD consultant, OD problematical from a business model pov? Transformational: change everything (system, structure strategy..), change the way an org° functions (1990s)

Proactive vs. Reactive => small changes are useless=> butterfly effect

Characteristics of Planned Change  OD = one part of planned change => know where you want to go Not improvisation even though most change in org° is based on an improvisional basis => dominant view of change with sense making! Planned change = emergent change explicit decision to engage in a programme of pb solving and improvement change able to apply to a variety of human client involves external professional guidance involves collaboration and power sharing bet. change agents and client system utilization of valid knowledge or to implement change OD/PM = Planned changeOD = highly involvedPM = not involvedGeneral Model of Planned change : involvement otherwise no trust. Need feedback loopEntering and contracting (Unfreezing) => Diagnosing (movement) => Planning and Implementing Change (refreezing) => Evaluating and Institunionalizing Change Emergent alternative:freeze => rebalance => unfreeze

Kurt Lewin Social scientist - huge concern about bureaucracy Social Change - need for democracy and involvement - humanitarian approach - resolving social conflict = key to improvement Field Theory: How does the social syst. look like? Life space of an individual Group Dynamics: central to change management dvptGood theory: should come from good practice and vice versaAction Research: no change without action, no action without research (spiral steps), learning processesLewin's Change model:Unfreezing (social syst., team) => Movement (make the change, re-find the natural equilibrium)  => RefreezingChange is not static: increase the driving forces = increase the resistance to changeHow to reduce the resistance forces? OD !!!-> Increase the driving forces-> Decrease the resisting forces-> Both=> create movement and find a new equilibrium system=> no rational and empirical approach to change => use data !OD = incremental and slow (takes time to people)

5 Stages of OD: Anticipate Need for Change Develop the Practitioner - Client relationship Diagnostic Phase Action Plans, Strategies and techniques Self-Renewal, Monitor and Stabilize

Critiques of Planned ChangeConceptualisation of planned change -> change not linear-> change not rational-> relationship between change and performance unclearPractice of Planned Change-> Limited consulting skills and focus-> Quick fixes vs. development approaches

Definitions of ODBurke's:OD is a planned process of change in an organisation's culture through the utilisation of behavioural science, research and theory. BPR -> technical approach -> toolFrench's:effort to improve an organisation's problem-solving capabilities and its ability to cope with changes (external environment)Beckhard'sOD is an effort planned, organisation-wide, and management from the top, to increase organisation effectiveness and health through planned interventions in the org°'s processes, using behavioural knowledgeOD is a systemwide application and transfer of behavioral science knowledge to the planned development, improvement and reinforcement of the strategies, structures, and processes that lead to org° effectiveness. 

OD assumptions and core values People as individuals People in groups People in organisational systems => personal growth, feelings and sentiments legitimate part of the org°, action AND research, equalisation/democratisation, visible values and beliefs = trust

Change management

OD