Scenario building for successful organizational change
Download
1 / 69

www83.homepage.villanova - PowerPoint PPT Presentation


  • 593 Views
  • Uploaded on

Scenario Building for Successful Organizational Change. MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D. For Bolman & Deal (1997). managing and leading organizations is a matter of utilizing four frames to diagnose organizational functioning.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'www83.homepage.villanova' - Jimmy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Scenario building for successful organizational change l.jpg

Scenario Building for Successful Organizational Change

MPA 8002

The Structure and Theory of Human Organization

Richard M. Jacobs, OSA, Ph.D.


For bolman deal 1997 l.jpg
For Bolman & Deal (1997)...

  • managing and leading organizations is a matter of utilizing four frames to diagnose organizational functioning


Structurally managers and leaders l.jpg
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 managers and leaders l.jpg
From a human resources view, managers and leaders...

1. help individuals and groups develop a shared sense of direction and purpose

2. balance task and process goals

3. endeavor to make group work both satisfying and efficient


Politically managers and leaders l.jpg
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 leaders l.jpg
Using symbols, managers and 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 example

4. develop and use code language to communicate organizational purpose


For bolman deal the goal is l.jpg
For Bolman & Deal, the goal is...

  • for managers and leaders to give appropriate emphasis to the positives associated with each frame…


Strengths of the structural frame l.jpg
Strengths of the structural frame...

…is rational and objective, data driven

…uses logic to shape policies, procedures, division of labor, and span of control

…is action oriented

…provides for accountability


Strengths of the human resources frame l.jpg
Strengths of the human resources frame...

…personal

…practical

…addresses fundamental human needs and interests


Strengths of the political frame l.jpg
Strengths of the political frame...

…realistic

…practical

…addresses the reality of mixed motives, conflict, and power struggles present in the workplace

…highlights the need for principled reflection and ethical action


Strengths of the symbolic frame l.jpg
Strengths of the symbolic frame...

…personal

…illuminates the importance of creating and sustaining belief and meaning

…inspiring, meaningful, motivational

…focuses on the bonds uniting individuals into cohesive groups that pursue a shared purpose


While simultaneously l.jpg
While simultaneously...

  • managers and leaders to avoid each frame’s limitations…


Structural frame limitations l.jpg
Structural frame limitations...

…impersonal and bureaucratic: views workers as functionaries

…overly simplistic

…pessimistic about human nature

…inflexible and rigid for decision making

…overestimates the power of authority

…neglects fundamental human, political, and cultural variables


Human resources frame limitations l.jpg
Human resources frame limitations...

…naïve in its assessment of human nature

…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


Political frame limitations l.jpg
Political frame limitations ...

…impersonal in dealing with people

…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


Symbolic frame limitations l.jpg
Symbolic frame limitations...

…an overly abstract, vague, and elusive concept

…impractical for use in the workplace

…can easily be manipulated


Using frame analysis positively l.jpg
Using frame analysis positively...

  • effective managers and leaders engage in activities…

…focused by their primary concerns


Using the structural frame l.jpg
Using the structural frame...

…scientists

effective managers and leaders are

…planners

…social architects

…good data

…honest analysis

whose primary concerns are

…creative designs

…the best process


Using human resources theory l.jpg
Using human resources theory...

…personable and warm

…thoughtful and kind

effective managers and leaders are

…servants

…catalysts for growth

…challenging growth

…providing support

whose primary concerns are

…expanding roles

…engendering and sustaining good will


Using political theory l.jpg
Using political theory...

…savvy and smart

…polished

effective managers and leaders are

…clear-headed

…advocates

…coalition-building

…negotiating gray areas

whose primary concerns are

…upholding the common good


Using symbolic theory l.jpg
Using symbolic theory...

…prophets

effective managers and leaders are

…poets

…priests

…substance

…framing experience

whose primary concerns are

…inspiring

…pointing a way


Using frame analysis negatively l.jpg
Using frame analysis negatively...

  • ineffective managers and leaders engage in activities…

…focused by their primary concerns


Abusing the structural frame l.jpg
Abusing the structural frame...

…petty tyrants

ineffective managers and leaders are

…self-absorbed

…self-interested

…micro-managing

whose primary concerns are

…“snoopervising”

…fault finding

…ruling by fiat

…issuing memos


Abusing human resources frame l.jpg
Abusing human resources frame...

…linguini-spined

ineffective managers and leaders are

…wimps

…pushovers

…how people feel

…avoiding conflict

whose primary concerns are

…letting others decide

…allowing events to take their course


Abusing the political frame l.jpg
Abusing the political frame...

…poker-faced

ineffective managers and leaders are

…con-artists

…hustlers

…self-interest

…plausible alibis

whose primary concerns are

…masking fraud

…deception


Abusing the symbolic frame l.jpg
Abusing the symbolic frame...

…fanatics

ineffective managers and leaders are

…fools

…full of “b.s.”

…self-preservation

…style

whose primary concerns are

…images

…propagandizing


The strength of reframing l.jpg
The strength of “reframing”...

…is its focus upon the multiple uses of organizational processes

 strategic planning

 goal setting

 decision making

 communicating

 reorganizing

 meetings

 motivating

 evaluating


However l.jpg
However...

  • these frames, as well as the interpretations they offer, imply that...

…control is a fact...

when it is an illusion

…sensemaking is prospective…

when it is retrospective

…understanding is predictable…

not confusion (Weick, 1995)


The managerial leadership reality l.jpg
The managerial/leadership reality...

  • the facts associated with life in human organizations...

…run contrary to common perceptions and opinion...


Slide39 l.jpg

First:

turbulence, not stability, characterizes organizational life.


Slide40 l.jpg

Second:

people in organizations possess pluralistic, not unitary, views about organizations.


Slide41 l.jpg

Third:

intuition, not rationality, proves to be of greater value in the decision-making process.


Slide42 l.jpg

Fourth:

managers/leaders make few, not many, decisions.


Slide43 l.jpg

…“white-water rafting” (Sergiovanni, 1992)

…“muddling through” mazes of messes (Lindblom, 1979)

…“garbage can decision making” (Cohen, March, & Olsen, 1992)


Slide44 l.jpg

MANAGING/LEADING ORGANIZATIONAL CHANGE managing and leading human organizations is more like...

“...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


Slide45 l.jpg

The question, then, is... managing and leading human organizations is more like...

What does successful

leadership

management

and

involve and require?


A lesson to remember l.jpg
A lesson to remember... managing and leading human organizations is more like...

  • successful managers and leaders...

don't seek to make people happy

by doing things right


Slide47 l.jpg

earn respect by

doing right things


For managers and leaders l.jpg
For managers and leaders... managing and leading human organizations is more like...

  • the challenge is not so much “reframing” the problems impacting organizational functioning (Bolman & Deal, 1997)...

…and actingbased on calculations and contingencieswhether to manage/lead through participation, delegation, selling, or telling (Hersey & Blanchard, 1977)


Slide49 l.jpg

…a process of “scenario building”

…in an overall effort directed at improving organizational functioning


Scenario building l.jpg
Scenario building... the human intellect and creative spirit…

  • a methodology to assess organizational functioning...

...by developing unitary solutions (i.e., “scenarios”) designed from an accurate diagnosis of the situation (i.e., “framing”)


Slide51 l.jpg

  • then… the human intellect and creative spirit…

...evaluating the strengths and weaknesses associated with each scenario

...envisioning probable outcomes associated with each scenario


Slide52 l.jpg

...maximizing the positive outcomes

…and minimizing the negative limitations associated with each scenario


Slide53 l.jpg

  • that is... the human intellect and creative spirit…

...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)


Slide54 l.jpg

management the human intellect and creative spirit…

leadership

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


Slide55 l.jpg

task competence

inspire trust

intelligence

take risks

decisiveness

are flexible

vision

self-confident

commitment

understanding

passion

courageous


Slide56 l.jpg

...to engage in a process of self change

…enabling them to influence others by setting an example


With the desired outcome l.jpg
With the desired outcome... managers and leaders...

  • 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.


Successful scenarios l.jpg
Successful scenarios... managers and leaders...

  • evidence structural thinking, as managers and leaders...

1) do their homework

2) incessantly reconsider the relationship of structure, strategy, and environment

3) focus on implementation

4) experiment, evaluate, and adapt to achieve best practice (Weber, 1911)


Slide59 l.jpg

1) believe in people and communicate this belief

2) are visible and accessible

3) experience delight when others act purposefully, that is, with authority and power


Slide60 l.jpg

1) clarify what they want and what they can get

2) assess the distribution of power and interests

3) build linkages and relationships with key stakeholders


Slide61 l.jpg

…seeking to persuade, first;

…engaging in negotiations, second;

…using coercion, only if necessary.


Slide62 l.jpg

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


Slide63 l.jpg

…a synergy of cooperative effort (Barnard, 1938) through normative compliance (Etzioni, 1975)


Slide64 l.jpg

…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 l.jpg
This module has focused on... symbols...

scenario building

…and how managers and leaders use their minds and spirit to foster successful organizational change efforts.


The next module will focus on l.jpg
The next module will focus on... symbols...

improving leadership practice

...and how successful managers and leaders integrate reflective practice, conceptual pluralism, and ethical decision making in practice episodes.


References l.jpg
References symbols...

  • 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.


Slide68 l.jpg

  • 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.


Slide69 l.jpg

  • Lindblom, C. E. (1979). Still muddling, not yet through. garbage can model of organizational choice. 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.


ad