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Growing a Knowledge Society: Fertile Ground for Organizational Change

Growing a Knowledge Society: Fertile Ground for 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