scenario building for successful organizational change mpa 8002 the structure and theory of human...
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Scenario Building for Successful Scenario Building for Successful Organizational ChangeOrganizational Change
MPA 8002
The Structure and Theory of Human Organization
Richard M. Jacobs, OSA, Ph.D.
For Bolman & Deal (1997)...For Bolman & Deal (1997)...
managing and leading organizations is a matter of utilizing four frames to diagnose organizational functioning
Structurally, managers and leaders...Structurally, managers and leaders...
1. set goals and policies under conditions of uncertainty
2. achieve a “delicate balance” in allocating scarce resources across organizational entities
3. motivate, coordinate, and control large, diverse group of subordinates
From a human resources view, From a human resources view, managers and leaders...managers and leaders...
1. help individuals and groups develop a shared sense of direction and purpose
2. balance task and process goals3. endeavor to make group work both
satisfying and efficient
Politically, managers and leaders...Politically, managers and leaders...
1. confront workplace politics
2. apply ethics in the decision-making process
3. wield power effectively
4. act with authority
Using symbols, managers and Using symbols, managers and leaders...leaders...
1. attend carefully to socializing new members into the organization
2. emphasize diversity in ideas and approaches to problem solving
3. manage and lead by example4. develop and use code language to
communicate organizational purpose
For Bolman & Deal, the goal is...For Bolman & Deal, the goal is...
for managers and leaders to give appropriate emphasis to the positives associated with each frame…
…is rational and objective, data driven
Strengths of the structural frame...Strengths of the structural frame...
…is action oriented
…uses logic to shape policies, procedures, division of labor, and span of control
…provides for accountability
…personal
Strengths of the human resources Strengths of the human resources frame...frame...
…practical
…addresses fundamental human needs and interests
…realistic
Strengths of the political frame...Strengths of the political frame...
…practical
…addresses the reality of mixed motives, conflict, and power struggles present in the workplace
…highlights the need for principled reflection and ethical action
…personal
Strengths of the symbolic Strengths of the symbolic frame...frame...
…inspiring, meaningful, motivational
…illuminates the importance of creating and sustaining belief and meaning
…focuses on the bonds uniting individuals into cohesive groups that pursue a shared purpose
While simultaneously...While simultaneously...
managers and leaders to avoid each frame’s limitations…
…impersonal and bureaucratic: views workers as functionaries
Structural frame limitations...Structural frame limitations...
…pessimistic about human nature
…overly simplistic
…inflexible and rigid for decision making
…overestimates the power of authority
…neglects fundamental human, political, and cultural variables
…naïve in its assessment of human nature
Human resources frame limitations...Human resources frame limitations...
…overly optimistic about integrating people, process, and technology
…not realistic for a fast-changing environment
…neglects the power of structure
…neglects the realities of conflict and scarce resources
…impersonal in dealing with people
Political frame limitations ...Political frame limitations ...
…cynical view of human nature
…assumes conflict and power struggles
…reinforces conflict and mistrust
…sacrifices opportunities for rational discourse, collaboration toward shared goals, and hope in a positive future
…impractical for use in the workplace
Symbolic frame limitations...Symbolic frame limitations...
…an overly abstract, vague, and elusive concept
…can easily be manipulated
Using frame analysis positively...Using frame analysis positively...
effective managers and leaders engage in activities…
…focused by their primary concerns
effective managers and leaders are
…scientists
whose primary concerns are
…good data
…honest analysis
…creative designs
…planners
Using the structural frame...Using the structural frame...
…social architects
…the best process
effective managers and leaders are
…personable and warm
Using human resources theory...Using human resources theory...
whose primary concerns are
…challenging growth…providing support
…thoughtful and kind
…expanding roles…engendering and
sustaining good will
…servants…catalysts for growth
effective managers and leaders are
…savvy and smart
Using political theory...Using political theory...
whose primary concerns are
…coalition-building…negotiating gray
areas
…polished
…upholding the common good
…clear-headed…advocates
effective managers and leaders are
…prophets
Using symbolic theory...Using symbolic theory...
whose primary concerns are
…substance
…framing experience
…poets
…priests
…inspiring
…pointing a way
Using frame analysis negatively...Using frame analysis negatively...
ineffective managers and leaders engage in activities…
…focused by their primary concerns
ineffective managers and leaders are
…petty tyrants
Abusing the structural frame...Abusing the structural frame...
whose primary concerns are
…micro-managing
…fault finding
…“snoopervising”
…self-absorbed
…self-interested
…ruling by fiat
…issuing memos
ineffective managers and leaders are
…linguini-spined
Abusing human resources frame...Abusing human resources frame...
whose primary concerns are
…how people feel…avoiding conflict
…wimps
…pushovers
…allowing events to take their course
…letting others decide
ineffective managers and leaders are
…poker-faced
Abusing the political frame...Abusing the political frame...
whose primary concerns are
…self-interest…plausible alibis
…con-artists
…masking fraud
…hustlers
…deception
ineffective managers and leaders are
…fanatics
Abusing the symbolic frame...Abusing the symbolic frame...
whose primary concerns are
…self-preservation…style
…fools
…full of “b.s.”
…images…propagandizing
The strength of “reframing”...The strength of “reframing”...
…is its focus upon the multiple uses of organizational processes
strategic planning
decision making
reorganizing
evaluating
goal setting
communicating
meetings
motivating
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
strategicplanning
strategies toset objectivesandcoordinateresources
gatherings topromoteparticipation
arenas to airconflicts andrealignpower
rituals tosignalresponsibility,producesymbols, andnegotiatemeanings
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
decisionmaking
a rationalsequence toproduce rightdecisions
an openprocess toproducecommitment
anopportunityto gain orexercisepower
a ritual toconfirm valuesand provideopportunitiesfor bonding
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
reorganizing realigning rolesandresponsibilitiesto fit task andenvironment
maintainingbalancebetweenhumanneeds andformal roles
redistributingpower andform newcoalitions
a ritualconfirming corevalues andprovidingopportunitiesfor bonding
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
evaluating a way todistributerewards orpenalties andto controlperformance
a process forhelpingindividualsto grow andimprove
anopportunityto exercisepower
an occasion toplay roles in ashared ritual
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
approachingconflict
to maintainorganizationalgoals byhavingauthoritiesresolve conflict
to developrelationshipsby havingindividualsconfrontconflict
to developpower bybargaining,forcing, ormanipulatingothers to win
to developshared valuesand useconflict tonegotiatemeaning
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
goal setting to keep theorganizationheaded in therightdirection
to keep peopleinvolved andcommunicationopen
to provideopportunitiesfor individualsand groups tomake theirinterestsknown
to developsymbols andsharedvalues
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
communicating transmittingfacts andinformation
exchanginginformation,needs, andfeelings
influencing ormanipulatingothers
tellingstories
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
meetings formaloccasions fordecisionmaking
informaloccasions forinvolvementand sharingfeelings
competitiveoccasions towin points
sacredoccasions tocelebrate andtransformorganizationalculture
FRAME:PROCESS Structural Human
ResourcesPolitical Symbolic
motivation economicincentives
growth andself-actualization
coercion,manipulation,and seduction
symbols andcelebrations
these frames, as well as the interpretations they offer, imply that...
…control is a factfact...
…understandingunderstanding is predictable…
…sensemaking is prospectiveprospective…
However...However...
when it is an illusionillusion
when it is retrospectiveretrospective
not confusionconfusion (Weick, 1995)
The managerial/leadership reality...The managerial/leadership reality...
the facts associated with life in human organizations...
…run contrary to common perceptions and opinion...
• Second: people in organizations possess pluralisticpluralistic, not unitary, views about organizations.
• Third: intuitionintuition, not rationality, proves to be of greater value in the decision-making process.
the consequence of this organizational reality is that managing and leading human organizations is more like...…“white-water rafting” (Sergiovanni, 1992)
…“garbage can decision making” (Cohen, March, & Olsen, 1992)
…“muddling through” mazes of messes (Lindblom, 1979)
“...it should be considered that nothing is more difficult to handle, more doubtful of success, or more dangerous to manage, than to put oneself at the head of introducing new orders. For the introducer has all those who benefit from the old orders as enemies, and he has lukewarm defenders in all those who might benefit from the new orders.”
Machiavelli, The Prince, 1985, p. 23
MANAGING/LEADING ORGANIZATIONAL CHANGE
the challenge is not so much “reframing” the problems impacting organizational functioning (Bolman & Deal, 1997)...…and actingbased on calculations
and contingencieswhether to manage/lead through participation, delegation, selling, or telling (Hersey & Blanchard, 1977)
For managers and leaders...For managers and leaders...
instead, managing/leading human organizations is a matter of the human intellect and creative spirit……a process of “scenario building”
…in an overall effort directed at improving organizational functioning
a methodology to assess organizational functioning...
Scenario building...Scenario building...
...by developing unitary solutions (i.e., “scenarios”) designed from an accurate diagnosis of the situation (i.e., “framing”)
then…
...evaluating the strengths and weaknesses associated with each scenario
...envisioning probable outcomes associated with each scenario
forging a pathway…
...maximizing the positive outcomes
…and minimizing the negative limitations associated with each scenario
that is......to formulate a principled plan of
action to guide organizational decision making
…and acting courageously to implement the plan in the face of many obstacles (McWhinney, 1992)
and
require...…women and men who:
understand the organizational context exhibit an abiding concern for people
and task are ethical and virtuous in word and act
who possess attributes and competencies:
passioncommitment
vision
task competenceintelligence
decisiveness
inspire trusttake risks
are flexibleself-confidentunderstanding
courageous
these innate and learned attributes and competencies enable managers and leaders...
...to engage in a process of self change
…enabling them to influence others by setting an example
With the desired outcome...With the desired outcome...
that people in organizations learn and feel free to act...
professionally purposefully cooperatively ethically
...by using their personal authority and power to enact the organization’s purpose through their individual projects.
evidence structural thinking, as managers and leaders...
1) do their homework
Successful scenarios...Successful scenarios...
2) incessantly reconsider the relationship of structure, strategy, and environment
3) focus on implementation4) experiment, evaluate, and adapt to
achieve best practice (Weber, 1911)
evidence managers considering people and their needs...
1) believe in people and communicate this belief
2) are visible and accessible3) experience delight when others act
purposefully, that is, with authority and power
reflect astute politics as managers and leaders...1) clarify what they want and what they
can get2) assess the distribution of power
and interests3) build linkages and relationships
with key stakeholders
all, the while...
…seeking to persuade, first;
…engaging in negotiations, second;
…using coercion, only if necessary.
demonstrate culture building, as managers and leaders use symbols...
1) to attract the attention of others
2) to frame experience so others can interpret it
3) to communicate a compelling vision
4) to tell meaningful stories that motivate
thereby producing...
…a synergy of cooperative effort (Barnard, 1938) through normative compliance (Etzioni, 1975)
in the service of...…organizational purpose (Barnard,
1938)
…and the ethics of both the leader and the led (Aristotle, 1958; Barnard, 1938; Chaleff, 1995; DuPree, 1992, Kelley, 1988)
This module has focused on...This module has focused on...
…and how managers and leaders use their minds and spirit to foster successful organizational change efforts.
scenario building
The next module will focus on...The next module will focus on...
...and how successful managers and leaders integrate reflective practice, conceptual pluralism, and ethical decision making in practice episodes.
improving leadership practice
ReferencesReferences
Aristotle. (1958). The Nicomachean ethics (W. D. Ross, Trans.). In J. D. Kaplan (Ed.), The pocket Aristotle (pp. 158-274). New York: Simon & Schuster.
Barnard, C. I. (1938/1968). The functions of the executive. Cambridge, MA: Harvard University Press.
Bolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice and leadership (2nd edition). San Francisco: Jossey-Bass.
Chaleff, I. (1995). The courageous follower: Standing up to and for our leaders. San Francisco, CA: Berrett-Koehler Publishers.
Cohen, M. D., March, J. G., & Olsen, J. P. (1992). A garbage can model of organizational choice. Administrative Science Quarterly, 17(1), 1-25.
Etzioni, A. (1975). A comparative analysis of complex organizations. New York: Free Press.
DePree, M. (1992). Leadership jazz. New York: Currency Doubleday.
Hersey, P., & Blanchard, K. (1977). Management of organization behavior: Utilizing human resources. Englewood Cliffs, NJ: Prentice-Hall.
Kelley, R. E. (1988, Nov-Dec). In praise of followers. Harvard Business Review, 66, 142-148.
Lindblom, C. E. (1979). Still muddling, not yet through. Public Administration Review, 39, 517-526.
Machiavelli, N. (1985). The prince (H. C. Mansfield, Trans.). Chicago, IL: University of Chicago Press.
McWhinney, W. (1992). Paths of change: Strategic choices for organizations and society. Newbury Park, CA: Sage Publications.
Sergiovanni, T. J. (1992). Reflections on administrative theory and practice in schools. Educational Administration Quarterly, 28(3), 304-313.
Taylor, F. W. (1911/1967). The principles of scientific management. New York: W. W. Norton.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications, Inc.