19 aug 2007b od change models slides
TRANSCRIPT
Models of Organization Change
PA 50720 August 2007
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Introduction
Our understanding of organization change has evolved since the 1940’s when the initial model was developed. These slides take you through some of the prevalent models of organizational change. The models are presented in chronological order.
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Lewin [1951]
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Basic Assumptions
Focused on individuals
What is occurring at any stage is a result of opposing forces. The status quo - what is happening right now - is the result of forces pushing in opposite directions.
Change is a process which entails moving from one equilibrium point to another.
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Stage 1: Unfreezing
Unfreezing: Creating motivation and readiness to change through:
• Disconfirmation (creates pain or discomfort)
• Creation of guilt or anxiety
• Provision of psychological safety
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Stage 2: Moving
Changing through cognitive restructuring: Helping the client to see things, judge things, feel things, and react to things, differently based on a new point of view obtained through:
• Identifying with a new role model, mentor, etc.
• Scanning the environment for new info.
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Stage 3: Refreezing
Refreezing: Helping the client to integrate the new point of view into:
• The total personality and self-concept
• Significant relationships
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Lippitt, Watson, and Westly [1958]
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Basic Assumptions
Focused on change process
Expanded Lewin’s 1951 model into seven stages
Road map for consulting relationship
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Seven stages
1. Developing need for change [unfreezing]
2. Establishing a change relationship
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Seven stages 3. Clarifying or diagnosing the clients system’s
problems
4. Examining alternative routes and goals; establishing goals and intentions of actions.
5. Transforming intentions into actual change efforts.
[stages 3, 4, 5, correspond to Lewin’s moving phase]
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Seven stages
6. Generalizing and stabilizing change. [Corresponds to Lewin’s refreezing phase.]
7. Achieving a terminal relationship, that is, ending the client-consultant relationship.
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Kilmann’s Beyond the Quick Fix [1989]
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Basic Assumptions
Focused on change process and critical leverage points
An attempt at total system change
That change will take 1 to 5 years
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Killmann [1989]
The process has five sequential stages:
1. Initiating the program
2. diagnosing the problems
3. scheduling the “tracks”
4. implementing the “tracks”
5. evaluating the results
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Killmann [1989]
Tracks are five critical leverage points, that, when functioning properly, cause an organization to be successful. They include:
1. culture
2. management skills
3. team-building
4. strategy and structure
5. rewards
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Burke-Litwin Model of Organizational Change
[2002]
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Basic Assumptions
Demonstrates how to create first-order and second order change.
Differentiates between organizational climate and organizational culture
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Burke-Litwin Model
Organizational climate is defined as people’s perception and attitudes about the organization -- whether it is a good or bad place to work, friendly or unfriendly, hard working or easy-going and so forth. These perceptions are easy to change because they are reactions to the current managerial and organizational practices.
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Burke-Litwin Model
Organizational culture is defined deep-seated assumptions, values, and beliefs that are enduring, often unconscious, and difficult to change. Changing culture is much more difficult than changing climate.
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Burke-Litwin Model
First-order change goes by many different labels, including: transactional, evolutionary, adaptive, incremental, or continuous change.
In first-order change some of the feature of the organization change, but the fundamental nature of the organization remains the same.
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Burke-Litwin Model
Second-order change is also known as, including: transformational, revolutionary, radical, incremental, or discontinuous change.
In second-order change the nature of the organization is fundamentally and substantially altered--the organization is transformed.
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Management Practices
Work Unit Climate
Motivation
StructureSystems
(policies and procedures)
Individual Needs and
Values
Task requirements skills / abilities Individual and
organizational performance
Burke-Litwin Model of Organizational Change:Factors involved in First-Order Change
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External Environment
LeadershipOrganizational
CultureMission and
Strategy
Individual and organizational performance
Burke-Litwin Model of Organizational Change:Factors involved in Second-Order Change
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Management Practices
Work Unit Climate
Motivation
StructureSystems
(policies and procedures)
Individual Needs and
Values
Task requirements
skills / abilities
Individual and organizational performance
Burke-Litwin Model of Organizational Performance and Change
Leadership
External Environment
Mission and Strategy
Organizational Culture
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Porras-Robertson Model of Organizational
Change [1992]
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Basic Assumptions
Altering feature in the work setting causes changes in individual behavior, which in turn lead to individual and organizational improvements.
The work setting plays a critical role, and consists of four factors, including: (a) organizing arrangements, (b) social factors, (c) physical setting, (d) technology.
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Porras-Robetson Model of Organizational Change
Vision
Physical Setting
Technology
Social Factors
OrganizingArrangments
Environment
1. Goals2. Strategies3. Structures4.Administrative policies and procedures5. Administrative Systems6. Reward systems7. Ownership
1. Culture2. Management Style3. Interaction process4. Informal Patterns and networks5. Individual attributes
1. Space configuration2. Physical ambiance3. Interior design4. Architectural design
1. Tools, equipment, and machinery2. Information technology3. Job design4. Work flow design6. Technical procedures7. Technical systems
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Porras-Robetson Model of Organizational Change
Vision
Physical Setting
Technology
Social Factors
OrganizingArrangments
Environment
Individual Cognitions
On the job behaviors
Work Setting
Members
Organization
Individual development
Organization performance
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