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Change Management

Change Management. Prof. Steve Phelan Lecture 3. Today. Globalization Cilfford Chance case Organizational implications of globalization Cultivating the world LMZ Chs1-3 What is OD? (1969) History of OD (1999) General strategies for effecting changes in human systems (1976).

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Change Management

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  1. Change Management Prof. Steve Phelan Lecture 3

  2. Today • Globalization • Cilfford Chance case • Organizational implications of globalization • Cultivating the world • LMZ Chs1-3 • What is OD? (1969) • History of OD (1999) • General strategies for effecting changes in human systems (1976)

  3. Globalization Articles • Implications of Globalization • This article seems to be just like the improv article of last night. Is this a coincidence? What is new here for change management? • How important are the right rewards, values, and culture in a global organization? • Cultivating the world • “Globalization means stakeholders and responsibilities everywhere, which have to be managed.” • Is this true? If it was true how does it effect the way we think about change?

  4. Clifford Chance • What do you think of the ‘one firm’ strategy? • What are the advantages of this structure? • What are the disadvantages? • What are the implications for change management of pursuing this strategy? • Are they doing the right things to build the culture they want? • What about hiring practices? • Does their compensation policy need to be revisited? • Are they opening too many offices, or not enough?

  5. What is organization development? • Clarifications • What is an open system? • What does it mean to diagnose an organization? • What is action research? What is a planned intervention? • Do we have more ‘healthy’ organizations in 2004? • Relevance • What part of the message still works? • What would you have to revisit?

  6. History of OD • What is a T-group? • What are the alleged benefits? Problems? • Now you know where the flip chart came from • Trusting empathic soul barers…hmmm… • Argyris • Explore, enquire, experiment – how valuable? • What are the disciplinary backgrounds of OD people? • Social work, sociology, psychology, theater

  7. History of OD • OD as a “system-wide change” effort • “the system of human relationships as a whole” What does this mean? • Surveys with Likert scales from 1946 • Can surveys generate change? • Action research • How does PAR differ from AR? • Sociotechnical systems

  8. Second generation OD • Focus on transformational change, culture, and learning organizations • Argyris undiscussables, double loop learning, and triple loop learning • Senge’s system dynamics for learning • New interest in teams • High performance work organizations • Self managed teams • TQM • Visioning, diversity, large meetings • Thousands of practitioners

  9. General strategies • Approaches • Empirical-rational • Goal driven, problem-driven, engineering approach • Should OD/change sensitize managers to new possibilities or goals? • Normative-Reeducative • Meanings, habits, values, social • Direct intervention/system focus • Power coercive • Political and economic sanctions • Strategies of nonviolence • Power elites, use of political institutions

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