6351 Wk3 Chap 7, 8, and 9
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Endnotes
1Gartner. (2018). Change Management. Retrieved from https://www.gartner.com/en/insights/change-managementLinks to an external site.
2Willis Towers Watson. (2013, August 29). Only one-quarter of employers are sustaining gains from change management initiatives, Towers Watson survey finds. Retrieved from https://www.towerswatson.com/en/Press/2013/08/Only-One-Quarter-of-Employers-Are-Sustaining-Gains-From-Change-ManagementLinks to an external site.
3Kotter, John. (2014). Accelerate: Building strategic agility for a faster-moving world. Boston, MA: Harvard Business Review Press.
4Economist Intelligence Unit. (2010). Global firms in 2020: The next decade of change for organisations and workers. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/10-Economist%20Research%20-%20Global%20Firms%20in%202020.pdfLinks to an external site.
Organization Development & Change
11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
7
Designing Interventions
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe the interventions presented in the text.
Discuss how contingencies related to the change situation affect the design of effective OD interventions.
Discuss how contingencies related to the target of change affect the design of effective OD interventions
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Definition of an Intervention
An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness.
Interventions purposely disrupt
the status quo.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Four Major Types of Interventions
Human Process Interventions
Technostructural Interventions
Human Resources Management Interventions
Strategic Change Interventions
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Process Interventions
Process Consultation
Third-party Interventions (Conflict Resolution)
Team Building
Organization Confrontation Meeting
Intergroup Relations
Large group Interventions
Culture Change
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Technostructural Interventions
Parallel Structures
Total Quality Management
High-Involvement Organizations
Job Enrichment
Self-managed Work Teams
Reengineering
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Human Resources Management Interventions
Goal Setting
Performance Appraisal
Reward Systems
Coaching and Mentoring
Leadership Development
Career Planning and Development
Managing Work Force Diversity
Employee Stress and Wellness
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Change Interventions
Integrated Strategic Change
Organization Design
Downsizing
Dynamic Strategy Making
Self-designing organizations
Learning Organizations
Agile Organizations
Mergers and Acquisitions
Alliances
Networks
Sustainable Management Organizations
Global Social Change
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Characteristics of
Effective Interventions
Is it relevant to the needs of the organization?
Valid information
Free and Informed Choice
Internal Commitment
Is it based on valid knowledge of intended outcomes?
Does it transfer competence and capability to manage change to organization members?
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Designing Effective Interventions
Contingencies Related to the Change Situation
Individual differences among organization members
Organizational factors (management style, technical uncertainty)
Dimensions of the Change Process (degree of top management support)
Cultural Values and Economic Development
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
National Cultural Values
Context Orientation
Power Distance
Uncertainty Avoidance
Achievement Orientation
Individualism
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Context Orientation
The extent to which meaning in communication is carried in the words
Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Power Distance
Extent to which members of a society accept that status and power are distributed unequally in an organization
Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Uncertainty Avoidance
The extent to which members of a society tolerate the unfamiliar and unpredictable
Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Achievement Orientation
The extent to which people in a society value assertiveness and the acquisition of material goods
Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and gender roles are clearly differentiated.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individualism
The extent to which people in a society believe they should be responsible for themselves and their immediate family
Organizations in these cultures tend to encourage personal initiative, value time and autonomy, accept competition, and autonomy is highly valued
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Economic Development
Subsistence Economies
Primarily agriculture-based
Industrializing Economies
Moderately developed and tend to be rich in natural resources
Industrial Economies
Highly developed and emphasize nonagricultural industry
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Cultural and Economic Contexts of International OD Practice
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Contingencies Related to the
Target of Change
Organizational Issues
Strategic Issues
Technology and Structure Issues
Human Resources Issues
Human Process Issues
Organizational Levels
Individual, group, organization and transorganization
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Issues
What are the functions, products, services, markets of the organization
How to gain competitive advantage
How to relate to environment
What values will guide organizational functions
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Technological and Structure Issues
How to divide labor
How to coordinate departments
How to produce products or services
How to design work
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Resources and
Human Process Issues
Human Resources Issues
How to attract competent people
How to set goals and reward people
How to plan and develop people’s careers
Human Process Issues
How to communicate
How to solve problems
How to make decisions
How to interact
How to lead
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization Development & Change
11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
8
Managing Change
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand the five key elements of successful change management
Explore the processes of change associated with each element
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Overview of Change Activities
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Motivating Change (1)
Creating Readiness for Change
Sensitize the organization to pressures for change
Identify discrepancies between current and desired states
Convey credible positive expectations for the change
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivating Change (2)
Lowering Resistance to Change
Provide empathy and support
Communicate
Involve members in planning and decision making
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Constructing the Envisioned Future
What are the bold and valued outcomes?
Specific performance and human outcomes that the organization would like to achieve
Clear, tangible, targets for organization action
What is the desired future state?
Vivid detail of the what the organization should look like when outcomes have been achieved
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6
Organization Change as a Transition
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Developing Political Support
Assess Change Agent Power
Identify Key Stakeholders
Influence Stakeholders
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sources of Power and
Power Strategies for Change Agents
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Managing the Transition (1)
Activity Planning
What’s the “roadmap” for change?
Commitment Planning
Who’s support is needed, where do they stand, and how to influence their
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing the Transition (2)
Change-Management Structures
What’s the appropriate arrangement of people and power to drive the change?
Learning Processes
What knowledge and skills does the organization need to support the new behaviors?
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Accelerating the Learning Processes During Change
Design Learning Processes into the Transition
Support Learning with Continuous Dialogue and Conversations
Create a systems view of the organization
Create shared meaning with models, language and tools so members have a common way of viewing the change
Engage in “after-action reviews’
Decentralize implementation processes and decisions to the lowest levels possible – “local self-design”
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sustaining Momentum (1)
Provide Resources for Change
Build a Support System for Change Agents
Develop New Competencies and Skills
Reinforce New Behaviors
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sustaining Momentum (2)
Stay the Course – Change requires time
Anticipate that financial and organizational benefits may lag behind implementation
Organization members need time to practice, develop and learn new behaviors
Successful change requires persistent leadership during transitions
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization Development & Change
11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
9
Evaluating and Reinforcing Organization Development Interventions
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Illustrate the research design and measurement issues associated with evaluating OD interventions.
Explain the key elements in the process of reinforcing OD interventions.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Issues in Evaluating OD Interventions
Implementation and Evaluation Feedback
Measurement
Select the right variables to measure
Design good measurements
Operational
Reliable
Valid
Research Design
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Implementation and Evaluation Feedback (1)
Implementation
Feedback
Feedback aimed at guiding implementation efforts
Milestones, intermediate targets
Measures of the intervention’s progress
Evaluation
Feedback
Feedback aimed at determining impact of intervention
Goals, outcomes, performance
Measures of the intervention’s effect
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Implementation and Evaluation Feedback (2)
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Measurement
Selecting Appropriate Variables
Designing Good Measures
Rigorous Operational Definition
Provide precise guidelines for measurement: How high does a team have to score on a five-point scale to say that it is effective?
Reliability
Validity
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sources of Reliability
Rigorous Operational Definition of the variables
Provide precise guidelines for measurement: How high does a team have to score on a five-point scale to say that it is effective?
Multiple methods to measure a particular variable
Surveys, interviews, observations and unobtrusive measures
Multiple items to measure the same variable on a questionnaire
Standardized Instruments
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Validity
Face Validity or Content Validity
Does the measure “appear” to reflect the variable of interest?
Criterion or Convergent Validity
Do measures of “similar” variables correlate?
Discriminant Validity
Do measures of “non-similar” variables show no association?
Predictive Validity
Does the variable of interest accurately forecast another variable over time?
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Research Designs in OD Interventions
Features of Strong Research Designs
Longitudinal Measurement
Change is measured over time
Comparison Units
Appropriate use of “control” groups
Statistical Analysis
Alternative sources of variation have been controlled
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Evaluating Different Types of Change
Alpha Change
Movement along a stable dimension
Beta Change
Recalibration of units of measure in a stable dimension
Gamma Change
Fundamental redefinition of dimension
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Reinforcing Organizational Changes
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Organization Characteristics
Congruence
Extent to which an intervention supports or aligns with the current environment, strategic orientation, or other changes taking place
Stability of Environment and Technology
Unionization
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Intervention Characteristics
Goal Specificity
Programmability
Level of Change Target
Internal Support
Sponsorship
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reinforcing the Processes
Socialization
Commitment
Reward Allocation
Diffusion
Sensing and Calibration
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Indicators of Reinforcement
Knowledge
Performance
Preferences
Normative Consensus
Value Consensus
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