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.
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
