change conceptsdaveg/change concepts.pdf · g e time technology change overall pace of change pace...

ChangeConcepts

PresentedbyDr.DavidGould

Change

Concepts

Contents

TheEnvironment(forSocialSystems)Acomplexnetwork

Economy

Technology

PhysicalEnvironment

Society

Gov’t /PoliticalLegal

Competition

YouYourCommunityYourOrganization

Speed – therateofchangewillaccelerateComplexity – continuouslyincreasingRisk – newandhigherrisksChange – radicalchangeswillforcefasteradaptationSurprise – willbecomeadailyfeatureoflifeSource:Dr.JamesCanton

PaceofChangeSomeCharacteristicsoftheFuture

Expone

ntial Cu

rve

Weliveinexponentialtimes!

Plus,increasing interdependencyandinteraction

Canton,J.(2006).Theextremefuture.NewYork,NY:PenguinGroup.

Population Growth / Other

Factors

Cha

nge

Time

Technology Change

Overall Pace of Change

PaceofChangeExponentialGrowth

Societalknowledgedoublesevery8– 10years:RayKurzweil

Processingspeeddoublesevery12– 18months:Moore’sLaw

ContributingFactors

1. PopulationGrowth

2. ProcessImprovement

3. Innovation

4. ProductCombinatorics

5. MarketDemand

6. Globalization

7. CostReductions

Research

Change

• Assystemsincludenetworksofagentsandrelationshipsamongagents(interactions),whichprocessmaterial,information,andenergy(MIE)andaschangeorinnovationisessentialinsocialsystem…– Changethestructure(agents,meta-agents,ornetworks),changetheprocesses,changetheresourcesandwechangethesystem.

– FromtheSEICMMI,performanceisafunctionofpeople(agents),processes,andtechnologies.

• P=f(people,processes,technology)

Change• Asimpleexample.Asetofcollegestudentspaintingahousewith2”paintbrushes.– Agentsareofcoursethestudents.– Technologiesarethepaintbrushes– Processesmaybeprimitiveorilldefined

• Ifwewanttoimprovetheperformanceofthissystem,wecould– Hireexperiencedagents– Providebettertechnologies– Providetraining– Definethehousepaintingprocess– Andsoon

9

Change

• TheWhy ofchange– Forcesandsourcesofchange

• TheWhat ofchange– Firstandsecondorderchange,scale,timing

• TheHow ofchange– Adaptive/generative,proactive/reactive,planned/unplanned

• TheTarget ofchange– Outcomes

Source: Adrianna Kezar, “Understanding and Facilitating Organizational Change in the 21st Century”

Change


ChangeManagementKeyTheoriesofChange– ATaxonomy

1. Evolutionary2. Teleological3. LifeCycle4. Dialectical5. SocialCognition6. Cultural


ComplexAdaptive(Social)SystemsBehaviorPatternsOverTimeandChangeFactors

Evolutionary

LifeCycle

Dialectical

TeleologicalCultural

SocialCognition

CulturalDialectical

SocialCognition

EvolutionaryChange

• Changeisaresponsetoexternalcircumstances,situationalvariables,andtheenvironment– Socialevolutionalmodels– Biologicalmodels

• Changeismostlyunplanned– instead,itisanadaptiveorselection-basedprocess

• Examples– Strategic-choice– Population-ecology– Abioticevolution

Sources:AdriannaKezar,“UnderstandingandFacilitatingOrganizationalChangeinthe21st Century”

EricBeinhocker,“TheOriginofWealth”

Teleological Changen Teleological or planned change occurs because organizations are

assumed to be purposeful and adaptiven The process is rational with managers instrumental in the processn Models

Ø Strategic planningØ Organizational DevelopmentØ Adaptive learningØ Total Quality ManagementØ Business Process ReengineeringØ Problem SolvingØ Kotter’s 8 Step ProcessØ Action ResearchØ SEI CMM (Capability Maturity Model)Ø SEI PCMM (People Capability Maturity Model)


LifeCycleChange

• Lifecyclechangeisfocusedonstagesofgrowth,organizationalmaturity,andorganizationaldecline.


IntroductoryStage

GrowthStage

MaturityStage Decline Stage

Time

DialecticalChange

• Dialecticalchangeorpoliticalchangeischangethatistheresultofclashingideologiesorbeliefsystems

• Conflictisseenasaninherentattributeofhumaninteraction

• Changeprocessesareconsideredtobepredominatelybargaining,consciousness-raising,persuasion,influence,andpower


SocialCognitionChange

• Thisischangetiedtolearningandmentalprocessessuchassensemakingandmentalmodels

• Changeoccursbecauseindividualsseeaneedtogrow,learn,andchangetheirbehavior


CulturalChange

• Changeoccursnaturallyasaresponsetoalternationsinthehumanenvironment;culturesarealwayschanging

• Thechangeprocesstendstobelong-termandslow


ForcesandSourcesofChange

• Externalenvironment– Remoteenvironment– Competitiveenvironment

• Internalenvironment– Culture– Resources– Leaderandemployeebehaviors/objectives– Organizationallearning/adaptation

DegreeofChange

• FirstOrderChange– Involveminoradjustments/improvements,butdoesnotchange

theorganization’s core– Characterizedbyevolutionarychange,alinearprocess,

developmentalefforts,singlelooplearning– Organizationdevelopment(OD)

• SecondOrderChange– Transformationalchange,corechange,underlyingvalues,mission,

culture,structure– Irreversiblechange– Associatedwithacrisis– Doublelooplearning

Kezar, Understanding and Facilitating Organizational Change in the 21st Century

Single / Double Loop Learning

MonitorProcess

Act toImproveProcess

Results ofActions toImprove

MonitorProcess

ImproveProcess

ImproveCustomer

Satisfaction

Act toRedesignProcess

Doing the Right Things

Effectiveness

Doing the Things Right

Efficiency

Double Loop Learning -Information about process effectiveness in serving customers

Single Loop Learning --Information about process improvement and efficiency in serving customer

TypesofChange

• Developmentalchange• Transitionalchange

– (unfreeze,change,freeze)• Transformationalchange

– (neardeathexperience)

Some theorists refer to developmental and transitional change (listed here) as first order change and transformational change as second order change. See Kezar

Source: Anderson and Anderson, “Beyond Change Management”

TimingofChange

• Revolutionarychange– Departssignificantlyfromtheexistingorganization

– Occurssuddenly,withdrasticchangeswithinthemission,culture,andstructure

– Associatedwithsecondorderchange• Evolutionarychange

– Lesslikelytobeadoptedasitmaybeseenasverylong-term


Planned/Unplanned

• Plannedchange– Changesdeliberatelymadeorshapedbytheorganizationalmembers

• Unplannedchange– Evolutionaryandaccidentalchangearenotconsideredtobeplannedchange


StrategicPlanningmadeSimple

1. Whereareyou?2. Wheredoyouwanttogo?3. Howareyougoingtogetthere?4. Whoisgoingtodowhatandwhen?

Activity1

• Usingthesystemenvironmentframework(economy,technology,government,society,competitionandthephysicalenvironment),listsome:– Keyevents– Trends– Forecasts

Activity2

Activity3:Resilience

• Let’sexploreresilienceinmoredetail—ona1– 5scalewith1beinghighand5beinglow:– HowRobust isyourorganization?– DoRedundancies existincriticalfunctions,programs,…?

– HowResourceful isyourorganization?– HowcapableisyourorganizationtoRespond tothreats?Toopportunities?

– HowcapableisyourorganizationtoRecover fromdisasters?

Activity4

• Summarizewhereyouare• Summarizewhereyouwanttogo

Activity5

• Giventheoutcomeofactivities1,2,3,and4whatchangemodelsmightyourorganizationembraceoverthenext3-5years?

Activity6

References• Adizes,A.(1999).Managingcorporatelifecycles.Paramus,NJ:Prentice-

Hall.• Arthur,W.B.(2009).Thenatureoftechnology:Whatitisandhowit

evolves.NewYork,NY:FreePress.• Barabasi,A.(2002).Linked:Thenewscienceofnetworks. Cambridge,MA:

Perseus.• Beinhocker,E.D.(2006).Theoriginofwealth.Boston,MA:Harvard

BusinessSchool.• Beinhocker,E.D.(2010).Evolutionascomputation:Implicationsfor

economictheoryandcomputation.Retrievedfromhttp://www.santafe.edu/media/workingpapers/10-12-037.pdf

• Caldarelli,G.,&Catanzaro,M.(2012).Networks.Oxford,UK:OxfordUniversity.

• Chen,D.,&Stroup,W.(1993).Generalsystemstheory:Towardaconceptualframeworkforscienceandtechnologyeducationforall.JournalofScienceEducationandTechnology,2(3).

References(cont)• Chesbrough,H.(2006).Openinnovation:Thenewimperativeforcreating

andprofitingfromtechnology.Boston,MA:HarvardBusinessSchool.• Cross,R.,&Parker,A.(2004).Thehiddenpowerofsocialnetworks:

Understandinghowworkreallygetsdoneinorganizations.Boston,MA:HarvardBusinessSchool.

• Diamond,J.(2013).Collapse:Howsocietieschoosetofailorsucceed(Revisededition).NewYork,NY:Penguin.

• Fichter,L.S.,Pyle,E.J.,&Whitmeyer,S.J.(2010).Strategiesandrubricsforteachingchaosandcomplexsystemsaselaborating,self-organizing,andfractionatingevolutionarySystems.JournalofGeoscienceEducation,58(2).

• Halal,W.E.(2008).Technology’spromise.NewYork,NY:PalgraveMacMillan

• Holland,J.H.(1995).Hiddenorder:Howadaptationbuildscomplexity.NewYork,NY:BasicBooks.

References(cont)• Holland,J.H.(1998).Emergence:Fromchaostoorder.NewYork,NY:Basic

Books.• Holland,J.H.(2012).Signalsandboundaries:Buildingblocksforcomplex

adaptivesystems.Cambridge,MA:MITPress.• Janssen,M.(1998).Useofcomplexadaptivesystemsformodelingglobal

change. Ecosystems, 1(5),457-463.doi:10.1007/s100219900041• Mobus,G.E.,&Kalton,M.C.(2015).Principlesofsystemsscience.New

York,NY:Springer.• Meadows,D.H.(2008).Thinkinginsystems:Aprimer.WhiteRiver

Junction,VT:ChelseaGreen.• Miller,J.H.,&Page,S.E.(2007).Complexadaptivesystems:An

introductiontocomputationalmodelsofsociallife.Princeton,NJ:PrincetonUniversity.

References(cont)

• Mitchell,M.(2009).Complexity:Aguidedtour.Oxford,NY:OxfordUniversity.

• Mobus,G.E.,&Kalton,M.C.(2014).Principlesofsystemsscience. NewYork,NY:Springer.

• Motesharrei,S.,Rivas,J.,&Kalnay,E.(2014).Humanandnaturedynamics(HANDY):Modelinginequalityanduseofresourcesinthecollapseorsustainabilityofsocieties.EcologicalEconomics,101,90-102.doi:10.1016/j.ecolecon.2014.02.014

• Nowack,M.A.(2006).Evolutionarydynamics:Exploringtheequationsoflife.Cambridge,MA:HarvardUniversityPress.

• Newman,M.E.J.(2010).Networks:Anintroduction.Oxford,NY:OxfordUniversity

References(cont)• Norberg,J.,&Cumming,G.S.(Eds.)(2008).Complexitytheory

forasustainablefuture.NewYork,NY:ColumbiaUniversity.• Pryut,E.(2013).Smallsystemsdynamicsmodelsforbigissues.

Delft,TheNetherlands.• Ramo,J.C.(2009).Theageoftheunthinkable:Howthenew

worlddisorderconstantlysurprisesus.NewYork,NY:BackBayBooks.

• Samet, R.H.(2008).Long-rangefuturesresearch:Anapplicationofcomplexityscience.NorthCharleston,SC:Booksurge.

• Scheffer,M.,&Carpenter,S.R.(2003).Catastrophicregimeshiftsinecosystems:Linkingtheorytoobservation.TrendsinEcologyandEvolution,18(12):648–656.

References(cont)• Skyttner,L.(2005).Generalsystemstheory:Problems,

perspectives,practice.London:WorldScientific.• Stacey,R.D.(2007).Strategicmanagementand

organizationaldynamics:Thechallengeofcomplexity(5thed.).NewYork,NY:Prentice-Hall.

• Swanson,D.,&Bhadwal,S.(ed.).(2009).Creatingadaptivepolicies:Aguideforpolicy-makinginanuncertainworld.ThousandOaks,CA:Sage.

• Tafoya,D.W.(2010).Theeffectiveorganization:Practicalapplicationofcomplexitytheoryandorganizationaldesigntomaximizeperformanceinthefaceofemergingevents.NewYork,NY:Routledge.

References(cont)

• Tainter,J.A.(1990).Thecollapseofcomplexsocieties.NewYork,NY:CambridgeUniversity.

• Walker,B.,&Salt,D.(2006).Resiliencethinking:Sustainingecosystemsandpeopleinachangingworld.WashingtonDC:IslandPress.

• Walker,B.,&Meyers,J.A.(2004).Thresholdsinecologicalandsocial–ecologicalsystems:Adevelopingdatabase.EcologyandSociety, 9(2),3.[onlinehttp://www.ecologyandsociety.org/vol9/iss2/art3/

Websites• AccelerationStudiesFoundation

– http://www.accelerating.org• ChaosTheory

– http://library.thinkquest.org/3493/noframes/chaos.html• InternationalSocietyfortheSystemsSciences

– http://isss.org/world/• ISEESystems

– http://www.iseesystems.com/• SantaFeInsitute

– http://www.santafe.edu• SeminarsaboutLongTermThinking

– http://www.longnow.org/projects/seminars/

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change conceptsdaveg/change concepts.pdf · g e time technology change overall pace of change pace...

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