Types of Organizational Change The past 20 years have seen increasing complexity in the world, and that has influenced change in organizations. Discu

Types of Organizational Change
The past 20 years have seen increasing complexity in the world, and that has influenced change in organizations. Discuss theFour Types of Organizational Change, found in your textbook, and how they have influenced the types of organizational change found in Saudi Arabian companies. What has the impact been on organizations within the country and region? Also, considerThe Requirements for Becoming a Successful Change Leader, found in your textbook, to evaluate the leadership role within these organizational changes.

** Embed course material concepts, principles, and theories, which require supporting citations along withtwo scholarly peer-reviewed references in supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.
** Use Saudi Electronic University academic writing standards and APA style guidelines.

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Types of Organizational Change The past 20 years have seen increasing complexity in the world, and that has influenced change in organizations. Discu
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Chapter 1: Changing

Organizations in Our Complex

World

Chapter Overview

The goal of the book: develop your ability to initiate and

manage change

Environmental factors affecting change are outlined: social/

demographic, technological, political, and economic forces

Four types of organizational change are discussed: tuning,

adapting, reorienting, and recreating

Four change roles are described: initiators, implementers,

facilitators, and recipients. The terms change leader and

change agent are used interchangeably and could mean

any of the four roles.

The difficulties in creating successful change are highlighted

and characteristics of successful change leader are

described.

2Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Your Experiences with Change

Management

Talk with one another (in small groups)

about your experiences with change

management.

What does this suggest organizational

change management is about?

3Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Organizational Change: Defined

The intentional and planned alteration of

organizational components to improve

organizational effectiveness.

4Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Organization Components

Organization components include the organizations:

Mission and vision

Strategy

Goals

Structure

Processes or systems

Technology

People

When organizations enhance their effectiveness, they

increase their ability to generate value for those they

serve

5Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

The KnowingDoing Gap

Change capability has become a core
managerial competency

But managers abilities to deliver on change
are modest at best

There is a major knowingdoing gap

Knowing concepts and theories is not
enough

Managers need to become effective agents
of change, possessing the will and skills to
make positive change happen

6Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Orientation of the Book

There is a story of two stone cutters:

The first, when asked what he was doing,

responded: I am shaping this stone to fit into

that wall.

The second, however, said: I am helping to

build a cathedral.

This book is orientated towards those who want to be

builders.

7Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Why is change a Hot Topic?

Environmental Forces Driving Changes (PESTEL

factors):

Political Changes

Economic Changes

Social, Cultural and Demographic

New Technologies

Legal Changes

Ecological/Environmental Factors

Turbulence and ambiguity define the landscape for

both the public and private sectors

8Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Toolkit Exercise 1.2

Analyzing Your Environment

Select an organization you are familiar with. What are the key

environmental issues affecting it? List these and their implications

for the organization.

Political Factors Implications?

Economic Factors Implications?

Social Factors Implications?

Ecological/Environmental Factors Implications?

Legal Factors Implications?

9Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

New Organizational Forms & Management

Challenges Due to Environmental Change

Macro Changes and Impact

Digitization leading to:

Faster information transmission

Lower cost information storage and transmission

Integration of states and opening of markets

Geographic dispersion of the value chain

All leading to globalization of markets

10Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

New Organizational Forms & Management

Challenges (cont.)

New Organizational Forms and Competitive Dynamics

Global small and medium-sized enterprises

Global constellations of organizations (i.e., networks)

Large, focused global firms

All leading to:

Spread of autonomous, dislocated teams

Digitally enabled structures

Intense global rivalry and running faster while

seeming to stand still

11Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

New Organizational Forms & Management

Challenges (cont.)

New Management Challenges

Greater diversity

Greater synchronization requirements

Greater time-pacing requirements

Faster decision making, learning and innovation

More frequent environmental discontinuities

Faster industry life-cycles

Faster newness and obsolescence of knowledge

Risk of competency traps where old competencies no
longer produce desired effects

Greater newness and obsolescence of organizations

12Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

The Causal Model Driving Change

Macro Changes
and Impacts in

the Environment

New
Organizational

Forms &
Competitive
Dynamics

Management
Challenges in
A New Time

13Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Macro Changes and Impact

Digitization

Integration of States

and Opening of

Markets

Faster Information

Transfer

Lower-cost

information storage

and transmission

Geographic

dispersion of the

value chain

Globalization of

Markets

New Org

Dynamics

14Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

New Organizational Forms and

Competitive Dynamics

15

Rise of global

SMEs

Rise of global

constellations

Rise of large,

focused global

firms

More intense

Red Queen

More intense

competitive rivalry

Spread of digitally

enabled structures

Spread of autonomous,

dislocated teams

Management

Challenges

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Management Challenges in

A New Time

16

Faster decision

making, learning

and innovation

Greater Time Pacing

Requirements

Greater

Synchronization

Requirements

Greater Diversity

Faster newness

and obsolescence

of knowledge

More frequent

environmental

discontinuities

Faster industry

lifecycles

Greater Risk of

competency traps

Faster newness &

obsolescence of

organizations

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Common Management Responses to

Competitive Pressures

Running hard, but for all purposes standing still

Called the Red Queen phenomenon (Alice

Through the Looking Glass, by Lewis Carroll)

In global competition, what matters is not the

firms absolute rate of learning and innovation,

but the relative pace of its development

compared to its rivals.

17Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Toolkit Exercise

What Change Challenges do You See?

18

Pick an Organization

What are the change challenges you

see it facing?

How well are they doing?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Four Types of Organizational Change

19

Tuning Re-orientation

Adaptation Re-creation

Incremental Strategic

Anticipatory

Reactive

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Types of Organizational Change

20

Incremental/Continuous Discontinuous/Radical

A

N

T

I

C

I

P

A

T

O

R

Y

Tuning

Incremental and anticipatory

Need is for internal alignment

Focuses on individual

components or sub-systems

Middle management role

Implementation is the major task

Redirecting or Reorienting

Strategic proactive changes based on

predicted major changes in the

environment

Need is for positioning the whole

organization to a new reality

Focuses on all organizational

components

Senior management create sense of

urgency and motivate the change

R

E

A

C

T

I

V

E

Adapting

Incremental changes made in

response to environmental

changes

Need is for internal alignment

Focuses on individual

components or sub-systems

Middle management role

Implementation is the major task

Overhauling or Recreating

Response to a significant

performance crisis

Need to reevaluate the whole

organization, including its core values

Focuses on all org. components to

achieve rapid, system-wide change

Senior management create vision

and motivate optimism

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Nature of the Impact of Change

Short-term impact/consequences

Direct and indirect effects

Moderating factors

Intermediate impact/consequences

Long-term impact/consequences

THE LESSON: Planned changes dont always
produce the intended results

21Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Common Causes of Difficulty with

Organizational Change

Managers dont do their analytic homework

Managers are action oriented and assume others will

see the inherent wisdom in the proposed change

Managers under or overestimate their own power

and influence (and that of others)

Managers see transition periods as a cost, not an

investment

They underestimate the resources & commitment

needed to integrate the human dimensions with other

aspects of the change

22Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Common Causes of Difficulty with

Change (cont.)

Managers are unaware their actions (and those of other key

managers) may be sending conflicting messages

Managers find human processes unsettling or threatening

Managers lack capacity (attitudes, skills, and abilities) to

manage complex changes that involve people

Managers’ critical judgment is impaired due to

overconfidence, under confidence, and/or group think

Unanticipated external factors can play a huge role

23Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Four Organization Change Roles

1. Change Initiators
Identify need and vision

Act as a champion

2. Change Implementers
Chart the detailed path forward & make it happen

Nurture support and alleviate resistance

3. Change Facilitators
Aids in analysis and issue management along the way

Provides advice and council

Sometimes helps smooth the way through helping
resolve issues, alleviate resistance and nurture support

4. Change Recipients
Those affected by the change who have little input to the

process or content of the organizational change

Have to alter behaviors to ensure change success

24Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Toolkit Exercise 1.3

Change Roles in Organizations

25

Think of a time when you have been involved in change.

What roles did you play? How comfortable were you with

each of those roles?

1. Change Initiator

2. Change Implementer

3. Change Facilitator

4. Change Recipient

How did each of these roles feel? What did you
accomplish in each role?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Characteristics and Skills of the

Change Leader

Formal change leaders (or agents)
spearhead the change, and may play any or
all of the change roles.

Informal change leaders can emerge
anytime throughout the change process

What are the key characteristics and skills of
the change leader?

26Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Whats Required to be a Successful

Change Leader?

Keen insight into the external environment and skilled

anticipator of what is evolving

Rich understanding of organizational systems and

processes, power structures and stakeholder networks

Excellent analytic, interpersonal and communication

skills

Driving passion for action, yet patient and persistent

Well-developed sense of timing and tactics

Ability to assess and manage risk

An ability to focus on outcomes while also paying very

close attention to process

27Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Whats Required to be a Successful

Change Leader? (cont.)

Tolerance for ambiguity and risk taking

Emotional maturity and courage

Self-confidence and optimism

Honest and trustworthy

Capacity to engage others and inspire confidence

Deep understanding of themselves and their impact

Curiosity and strong desire to learn

28Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Change Leaders Embrace Change

Paradoxes

Recognize that change leaders sometimes drive change from the

front, while at other times they empower others and stay out of the

way

Recognize resistance to change is both a problem and an

opportunity

Focus on the outcomes of change, but are very careful about the

management of the process

Recognize the tension between getting on with it and reassessing

and changing direction

Capacity to balance patience and impatience

Recognize the absolute rate of learning is less important than the
relative rate of learning in comparison to competitors

29Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Critical Questions when Considering Change

1. What is the environment telling you prior to, at the

beginning, during and following the implementation

of the change? In particular:

a. What is the broader environment telling you about

future economic, social and technological conditions

and trends?

b. What are your customers or clients (both inside and

outside the organization) telling you?

c. What are your competitors doing and how are they

responding to you?

d. What are the partners within your network doing and

how are they responding to you?

e. What do the people who will potentially be the leaders,

managers and recipients of change want and need?

30Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Critical Questions when Considering Change (cont.)

2. Why is change needed? Who sees this need?

3. What is your purpose and agenda?

How does that purpose project to a

worthwhile vision that goes to the heart of the

matter?

31Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Critical Questions when Considering Change (cont.)

4. How will you implement and manage the

change?

a.How will you resource the change initiative?

b.How will you select and work with your change

team?

c. How will you work with the broader

organization?

d.How will you monitor progress so that you can

steer, alter speed and course, if necessary?

32Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Critical Questions when Considering Change (cont.)

5. How will you ensure that you act (and are

seen to act) ethically and with integrity? What

have I learned about change and how can I

remember it for the future? How can I pass on

what I learned?

6. Once the change is completed, what comes

next? The completion of one change simply

serves as the starting point for the next.

33Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Summary

Need for change often originates in the
external environment.

Change upsets the internal equilibrium in an
organization and thus may be resisted.

People can play many different change roles.

How they play these roles makes a significant
difference!

34Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Appendix 1: Roots of Organizational

Development

Small group training:

Focused on creating change by improving self-awareness

and the groups dynamics

Survey research and feedback:

Intervened with sophisticated surveys and analysis to create

the need for change

Action research:

Encouraged the use of action, based on research, in

continuous cycles (in essence, learning by doing, followed by

observation, doing and more learning)

Socio-technical systems:

Focused on the interaction between the sociological and

technical subsystems of the organization and described

change in more holistic terms

35Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Organizational Development vs. Organizational Change

36

Organizational

Development
Change Management

Underlying

Theory &

Analytical

framework

Based primarily on

psychology

Individual/group functioning

Includes principles and tools from

sociology, information technology and

strategic change theories

Individual/group functioning AND

systems, structures, work processes

(congruence model)

Role of

Change

Agent

Facilitator or process

consultant

Content expert (organization design

and human performance) AND process

consultant

Member of cross-functional team,

which includes strategists and

technologists

Part of project organization, which

includes client managers/employees

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Organizational Development vs.

Organizational Change

37

Organizational

Development
Change Management

Intervention

Strategies

Not directly linked to strategy

Focus on one component at

a time

Normative-re-educative

(change attitudes to change

behavior)

Driven by strategy

Simultaneous focus on several

components (strategy, human

resources, organization design,

technology)

Action-oriented (change behavior

before attitudes)

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Positioning the Course

38

Management

Focused Change

OD / HR Focused

Change

Re-Structuring

Re-Engineering

Re-Design

Surveys

QWL Programs

Hi-Perf Systems

Visioning

Stakeholder

Analysis

Action Planning

Process Skills

Team Building

Third Party

Intervention

This

Course

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.

Chapter 2: How to Lead Organizational

Change: Frameworks

Chapter Overview

Chapter 2 differentiates between HOW to change

and WHAT to change. Change leaders must

understand both.

This chapter focuses on HOW to create change

Six process-oriented models of planned, purposeful

change are discussed

The last of these is the Change Path Model: it is the

guiding framework used in this book

These six models will give you language to articulate

models of how to bring about organizational change

40Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Getting a Handle on the Change Challenge

Two distinct aspects in any change management

situation need to be addressed:

WHAT needs to change

HOW to bring about that change

41Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Sigmoid Curve

42Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Nature of Managed Organizational Change:

Lewins View

Unfreeze Change Refreeze

43Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Kotters Eight-Stage Process

1. Establishing a sense of urgency

2. Creating a guiding coalition

3. Developing a vision and strategy

4. Communicate the change vision

5. Empower employees

6. Generate short-term wins

7. Consolidate gains and produce more change

8. Anchor the new approaches in the culture

44Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Gentiles Giving Voice to Values

Clarification and articulation of ones values

Post decision-making analysis and

implementation plan

The practice of speaking ones values and

receiving feedback from peers

45Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Ducks Five-Stage Change Curve

Stagnation

Preparation

Implementation

Determination

Fruition

46Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Beckhard and Harris Change Process Model

47Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

The Change Path Model

Awakening

Chapter 4

Mobilization

Chapters 5 through 8

Acceleration

Chapter 9

Institutionalization

Chapter 10

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 48

Components of the Model

Awakening: Why change? What data helps
to wake people up?

Mobilization: Gap analysisthe desired
future state and the present state

Acceleration: Getting there from here
action planning and implementation

Institutionalization: Monitoring, measuring
the change, and helping to make the change
stick

49Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Toolkit Exercise 2.2

Interview a Manager

50

Interview a manager who has been involved in implementing an
organizational change. Ask them to describe the change, what
they were trying to accomplish, and what happened?

HOW did the managers work to make things happen? Who did
they involve? How did they persuade others? What resources did
they use?

Describe WHAT was being changed. Why were these things
important?

Which was more important to the change in the end: HOW things
were changed or WHAT was changed?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Summary

We need to differentiate between WHAT needs to

change and HOW to change

This chapter has focused on the HOW change is

accomplished, i.e., the process

The HOW of change is all about managing the

process. This chapter gives us ways of thinking

about this process with particular attention to the

Change Path Model

51Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Chapter 3: What to Change in an

Organization: Frameworks

Chapter Overview

Change leaders must understand both the HOW and the

WHAT of change. The focus here is on WHAT needs to

change

Open systems organizational frameworks are valuable

assessment tools of what needs to change. Nadler and

Tushmans Congruence Model is explored in detail

The non-linear and interactive nature of organizations is

explored to make sense of their complexity

Quinns competing values model is used to create a

bridge between individual and organizational levels of

analysis

Organizational change over time is discussed

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 53

The Change Path Model

Awakening

Chapter 4

Mobilization

Chapters 5 through 8

Acceleration

Chapter 9

Institutionalization

Chapter 10

Use Diagnostic

Frameworks in

Ch.3 to better

understand:

How to Change &

What to Change

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 54

Open Systems Perspective

Organizations exchange information, material

& energy with their environment. They are not

isolated

A system is the product of its interrelated and

interdependent parts

It represents a complex web of

interrelationships, not a chain of linear

causeeffect relationships

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 55

Dynamic Complexity because

Systems are:

Constantly changing

Tightly coupled

Governed by feedback

Nonlinear

History-dependent

Self-organizing

Adaptive

Characterized by trade-offs

Counterintuitive

Policy resistant

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 56

Open Systems Perspective (cont.)

A system seeks equilibrium and one at

equilibrium will only change if energy is applied

Individuals within a system may have views of the

systems function and purpose that differ greatly from

those of others

Things that occur within and/or to open systems

should not be viewed in isolation. See them as

interconnected, interdependent components of a

complex system

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 57

Nadler & Tushmans

Organizational Congruence Model

Input

Environment

(PESTEL)

Resources

History /

Culture

Output

Systems

Unit

Individual

Informal

Organization

Work
Formal

Organization

People

Strategy

Transformation Process

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 58

Nadler & Tushmans

Organizational Congruence Model

Input

Environment

(PESTEL)

Resources

History /

Culture

Output

Systems

Unit

Individual

Informal

Organization

Work
Formal

Organization

People

Strategy

Transformation Process

59

Environmental
Pressures for

Change

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.

Analyzing Organizations Using Nadler and

Tushmans Model

1.Use the congruence model to describe your organization or an

organization you are familiar with. Categorize the key components

(environment, strategy, tasks, etc.). What outputs are desired? Are

they achieved?

2. Is the strategy in line with organizations environmental inputs? Are

the transformation processes aligned well with the strategy? How do

they interact to produce the outputs?

3.When you evaluate your organizations outputs, are there things

your organization should address?

4. Are there aspects of how your organization works that you have

difficulty understanding? If so, what resources could you access to

help with this analysis?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 60

Linear Event View of the World

Goal

Situation

Gap /
Problem

Decision /
Action Results

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 61

Issues & Problems with the Linear View

Time delays and lag effects related to variables

and outcomes you are trying to manage (e.g.,

inventory stocks and flows, customer satisfaction

and purchase decisions)

Complexity makes causeeffect relationships

difficult to predict and track

Attribution Errors and False Learning often result

from the above

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 62

A Feedback Model

EnvironmentDecisions

Decisions

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 63

But Feedback Models are Messier

Goals

Decisions

Environment

Goals of Others

Action of Others

Side Effects

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 64

Quinns Competing Values Framework

Flexibility

Control

Internally Externally

Focused Focused

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 65

Quinns Competing Values Framework (cont.)

Flexibility

Control

Internally Externally

Focused Focused

Human

Resources

View

Open

Systems

View

Internal

Processes

View

Rational

Economic

View

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 66

Quinns Competing Values Framework (cont.)

Flexibility

Control

Internally Externally

Focused Focused

Human Resources View

How to work with individuals and

groups

Teamwork and HR dept.

Mentor and group facilitator roles

Open Systems View

How to use power and manage

change

The challenge of change

Innovator and broker roles

Internal Processes View

How to understand & control

the work unit

Consolation and continuity

Internal monitor and

coordinator

roles

Rational Economic View

How to stimulate individual and

collective achievement

Maximization of output

Producer and director roles

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 67

Greiners Five Phases of Organizational Growth

Evolution stages

Revolution stages

Size of
organization

LARGE

SMALL

YOUNG

Age of Organization

MATURE

1: Growth through
CREATIVITY

1: Crisis of
LEADERSHIP

2: Growth through
DIRECTION

2: Crisis of
AUTONOMY

3: Growth through
DELEGATION

4: Growth through
COORDINATION

5: Growth through
COLLABORATION

3: Crisis of
CONTROL

4: Crisis of
RED TAPE

5: Crisis of ?

PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 68

Stacys Complexity Theory and

Organizational Change

Organizations are webs of nonlinear feedback

loops that are connected with individuals and

organizations through similar webs

These feedback systems operate in stable and

unstable states of equilibrium, even to the point

at which chaos ensues

Organizations are inherently paradoxes, pulled by

forces of stability and instability

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 69

Stacys Complexity Theory and Organizational

Change (cont.)

If organizations give into forces of stability, they

become ossified and change impaired

If organizations succumb to forces of instability,

they will disintegrate

Success is when organizations exist between

frozen stability and chaos

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub. 70

Stacys Complexity Theory and Organizational

Change (cont.)

Short-term dynamics (or noise) are characterized by irregular cycles

and discontinuous trends, but long-term trends are identifiable

A successful organization faces an unknowable specific future

because things can and do happen

Agents cant control the long-term futurethey can only act in

relation to the short term

Long-term development is a spontaneous, self-organizing process

that may give rise to new strategic directions

It is through this process that managers create and co