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Growing a Knowledge Society: Fertile Ground for Organizational Change

This presentation explores the importance of organizational change in a rapidly evolving knowledge society. It discusses the triggers for change both external and internal, the consequences of ignoring change, and the reasons why change often does not happen. The presentation also delves into the key players involved in change, the classic change model, and the necessity of understanding organizational change for professional growth and survival. Additionally, it examines ongoing organizational changes, decision-making processes, and the cultural and political aspects of change. Finally, it provides practical advice for managing change, strategies to effect change, and the importance of practicing organizational change.

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Growing a Knowledge Society: Fertile Ground for Organizational Change

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  1. Growing a Knowledge Society: Fertile Ground for Organizational Change Gudrun Curri, Ph.D. School of Business Administration • Dalhousie University • March 3, 2007

  2. Things Always Change • Change in itself not new • New opportunities • Private sector - remain competitive • Public sector - remain relevant • But rate of change faster • Private sector - from 36 months to 9 • Public sector – from 5 years to 2 Gudrun Curri

  3. Triggers for Change • External • Change in technology • Markets, globalization • Change in government regulations • Unexpected events: 9/11, SARS, Iraq war • Internal • Leadership, mergers & acquisitions Gudrun Curri

  4. What happens when a Trigger is ignored? • The ‘boiled frog’ syndrome • Failure to recognize need for change • Gradual deterioration • No longer competitive • Organization may not survive Gudrun Curri

  5. Why Change Does Not Happen • Lack of vision and consistent leadership • Over-focus on procedures, systems, technology • Human side of change ignored • Involving people in change process • Lack of re-training & re-skilling • People resist change fearing loss of job • Organizational politics Gudrun Curri

  6. Who are the Players • Strategists – vision • Implementers – plan • Recipients – action • Change agents – guide

  7. Classic Change Model - Lewin • Unfreezing • Weaken old attitudes, values, behaviors • Force field analysis • Transforming • Change actually occurs • Training & skills development • Refreezing • New attitudes, values, behaviors • Change has become the ‘status quo’ Lewin - 1947

  8. Why You Need to Understand Organizational Change • Practice your profession effectively • Participate in the debate • Access vs. ownership • Achieve your objectives • Survival Gudrun Curri

  9. Ongoing Organizational Change • Maintaining information • E.g. private & public, geo-spatial • Improving services • Conducting research • Updating org. information policies & procedures Gudrun Curri

  10. Other Frequent Change • Budget cuts • Government legislation/procedures • E.g. data flow • Technology / internet / web • Service expectations • Library 2.0, Web 2.0 Gudrun Curri

  11. The Decision-Makers • Information professionals • Librarians, department heads, information managers, chief librarian, CIO, committees, boards • Parent organization • university, municipality, province, federal, corporations • Department heads, finance, human resources, computer centers, committees, boards Gudrun Curri

  12. Decision-Making Processes • Information professionals • Bureaucratic - hierarchical • Amateurs – faculty members • Committees/boards – political/fluid • Parent organization • Managers – finance, HR, IT • Core purpose, institutional memory Gudrun Curri

  13. Culture of Change • Conflict is common • Issue carousel • Never simple • Structure is fluid and highly political • Decision-flowing instead of decision-making Gudrun Curri

  14. Planning Change • Sources of power • Positional – organizational structure • Personal - persuading, asserting, bridging • Use of power • Short term success - positional • Long term success - personal • Most effective – both Gudrun Curri

  15. Politics of Change Behavioral scientists define organizational politics as • ‘Intentional acts of influence to enhance or protect the self-interest of individuals or groups’ - Mayes & Allen (1977) • Political behaviour is the practical domain of power in action, worked out through the use of techniques of influence – Buchanan and Badham, 1999) Gudrun Curri

  16. Managing Change – Advice from Machiavelli • Learn the history of issues! • What are the sources of influence/ authority? • Who will influence the decision-making process? • Who will be affected? • Whose co-operation/ support is needed? • Who could delay/ derail this action? Gudrun Curri

  17. Manage Conflicts – Advice for Change Agents • Real alternatives • Mutual interests • Right incentives • Be human and civil • Allow for face-saving • Regardless, there will be complaints Gudrun Curri

  18. Strategies to Effect Change • Concentrating efforts • Timing • Planning • Early results • Building coalitions • Leaders • Internal Force • External Force Gudrun Curri

  19. External Force:Change – Technology, Markets Information Sector Org. Culture Governance Internal Force Internal Force Organizational Development RESTRUCTURING LEADERSHIP Individual – MANAGING RELATIONS - Groups Management Culture Desired Outcome: Improved Efficiency & Effectiveness Triad Model of Change - Curri Gudrun Curri

  20. Practicing Organizational Change • Accept change is part of our lives • Recognize obstacles to change • Keep in step with organizational change • First step towards change Recognizing that the status quo is no longer acceptable Gudrun Curri

  21. Thank You for Your Attention Gudrun Curri

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