Discussion 5 Individual & Organizational Change.pptx
- 1. THE UNDERPINNING THEORY OF CHANGE MANAGEMENT: INDIVIDUAL CHANGE Dr Sajid Hussain Awan Program Manager MSMS
- 2. Contents Personality and Change Managing Change in Self and Others February 13, 2024 2
- 3. February 13, 2024 3 Personality and Change
- 4. February 13, 2024 4 The most effective tool for identifying personality type is the Myers Briggs Type Indicator (MBTI). This is a personality inventory developed by Katherine Briggs and her daughter Isabel Myers. The MBTI is based on the work of the Swiss analytical psychologist Carl Jung.
- 5. February 13, 2024 5 The MBTI identifies eight different personality ‘preferences’ that we all use at different times – but each individual will have a preference for one particular combination over the others. These eight preferences can be paired as flashed out ahead:
- 6. February 13, 2024 6 Where individuals draw their energy Extraversion is a preference for drawing energy from the external world, tasks and things, whereas Introversion is a preference for drawing energy from the internal world of one’s thoughts and feelings.
- 7. February 13, 2024 7 What individuals pay attention to and how they receive data and information Sensing is concerned with the five senses and what is and has been whereas Intuition is concerned with possibilities and patterns and what might be.
- 8. February 13, 2024 8 How an individual makes decisions Thinking is about making decisions in an objective, logical way based on concepts of right and wrong whereas Feeling is about making decisions in a more personal values- driven and empathic way.
- 9. February 13, 2024 9 What sort of lifestyle an individual enjoys Judging is a preference for living in a more structured and organized world which is more orderly and predictable, whereas Perceiving is a preference for living in a more flexible or spontaneous world where options are kept open and decisions not made until absolutely necessary.
- 10. Myers Briggs Type Indicator types February 13, 2024 10 MBTI Type by Quadrant IS Thoughtful Realist IN Thoughtful Innovator What they are most concerned with! Practicalities Thoughts, ideas, concepts How they learn ? Pragmatically and by reading and observing Conceptually by reading, listening and making connections Where they focus their change efforts ? Deciding what should be kept and what needs changing Generating new ideas and theories Motto “If it isn’t broke don’t fix it” “Let’s think ahead” MBTI Type by Quadrant ES Action Oriented Realist EN Action Oriented Innovator What they are most concerned with Actions New ways of doing things How they learn Actively and by experimentation Creatively and with others Where they focus their change efforts Making things better Putting new ideas into practice Motto “Let’s just do it” “Let’s change it”
- 11. February 13, 2024 11 Managing Change in Self and Others
- 12. February 13, 2024 12 Common Responses to Change Those who let it happen. Those who make it happen. Those who wonder what happened.
- 13. Propensity for Change February 13, 2024 13
- 14. Propensity (tendency) for Change… February 13, 2024 14 1. Nature of the Change The nature of the change varies. Changes can be externally imposed or internally generated. They can be evolutionary or revolutionary in nature. They can be routine or one-off. They can be ordinary or transformative. They can be about expansion or contraction. Different types of change can provoke different attitudes and different behaviors.
- 15. Propensity for Change February 13, 2024 15 2. Consequences of the Change The consequences of the change are significant. For whose benefit are the changes seen to be (employees, customers, the community, the shareholders, the board)? Who will be the winners and who will be the losers?
- 16. Propensity for Change… February 13, 2024 16 3. Organizational History The organizational history matters too. This means the track record of how the organization has handled change in the past, what the prevailing culture is, what the capacity of the organization is in terms of management expertise and resources to manage change effectively, and what the future, beyond the change, is seen to hold.
- 17. Propensity for Change… February 13, 2024 17 4. Type of Individual The personality type of the individual is a major determining factor in how she or he responds to change. The Myers Briggs type of the individual (reviewed earlier) can give us an indication of how an individual will respond to change. People’s motivating forces are also important – for example, are they motivated by power, status, money or affiliation and inclusion?
- 18. February 13, 2024 18 Schein’s Model of Transformative Change Edgar Schein (1990) has been a leading researcher and practitioner in the fields of individual, organizational and cultural change over the last 20 years.
- 19. February 13, 2024 19 Schein’s Model of Transformative Change… Unfreezing: Creating the motivation to change Learning new concepts and new meanings for old concepts Refreezing: Internalizing new concepts and meanings
- 20. February 13, 2024 20 How Change Agents Help Others Change… Interventions to facilitate the change process Behavioral Cognitive Psychodynamic Humanistic
- 21. February 13, 2024 21 How Change Agents Help Others Change… Behavioral Performance management Reward policies Values translated into behaviors Management competencies Skills training Management style Performance coaching 360 degree feedback
- 22. February 13, 2024 22 How Change Agents Help Others Change… Cognitive Management by objectives Business planning and performance frameworks Results based coaching Beliefs, attitudes and cultural interventions Visioning
- 23. February 13, 2024 23 How Change Agents Help Others Change… Psychodynamic Understanding change dynamics Counseling people through change Surfacing hidden issues Addressing emotions Treating employees and managers as adults
- 24. February 13, 2024 24 How Change Agents Help Others Change… Humanistic Living the values Developing the learning organization Addressing the hierarchy of needs Addressing emotions Fostering communication and consultation
- 25. SYSTEMS MODELS, CONGRUENCY AND THE CONCEPT OF ‘FIT’
- 26. Strategic change management A distinction between component and total system models of organizational functioning Perspective of organizations as open-systems Organization’s alignment with: the wider environment the organization’s internal elements. February 13, 2024 26
- 27. Some of the aspects of the changes that confront organizations today The consequences of change for individuals and organizations. A typology for classifying different types of change. Many theories and models that change agents can use to help them understand the functioning of the various components of an organization, such as: motivation, decision-making, group functioning, organization structure and so forth. February 13, 2024 27
- 28. The change agents can use this understanding to help them identify what needs to be changed. There is a need for frameworks and models with a more holistic approach that provide an understanding of the way in which the total system of organizational behavior functions (Nadler & Tushman, 1980). February 13, 2024 28
- 29. Organisations as open systems Embedded within a larger system to survive Able to avoid entropy in order to sustain their vitality Regulated by feedback – all components Subject to equifinality or functional equivalence for (e.g. acting on alternative strategies to seek the end result i.e. competitive advantage) Cyclical in their mode of functioning Equilibrium seeking – homoeostasis - a steady state INPUT OUTPUT TRANSFORMATION FEEDBACK February 13, 2024 29
- 30. Contingency approach Advanced by Burns and Stalker (1961) further supported by Lawrence and Lorsch (1967). Mechanistic Organic 1. Specialized tasks, narrow in scope 1. Common tasks and interdependencies 2. Tasks rigidly defined 2. Tasks adjusted and redefined as required 3. Strict hierarchy of authority 3. Less adherence to formal authority and rules 4. Centralized knowledge and control 4. Decentralized knowledge and control 5. Hierarchical communication 5. Network communication, diffused channels February 13, 2024 30
- 31. Contingency approach The findings revealed internal differentiation tended to lead to problems of internal coordination between departments and, consequently, to a greater need for internal integrating mechanisms. February 13, 2024 31
- 32. Congruence theory Congruency theorists interpret the results of these and other studies as offering support for a broader proposition that the alignment or ‘fit’ between an organization and the environment and also between the various internal elements of the organization is a critical determinant of organizational effectiveness. February 13, 2024 32
- 33. Alignment- A determinant of organisational effectiveness Kotter (1980), in his integrative model of organizational dynamics, points to some of the factors that can determine short, medium and long term effectiveness Organisational processes External environment Dominant coalition Formal organisational arrangements Technology Social system Employees & other tangible assets February 13, 2024 33
- 35. The six structural elements in Kotter's model are: 1. External environment, including the immediate task-related environment and the wider environment (which includes public attitudes, the political system, etc.); 2. Employees and other tangible assets such as buildings, plant, inventories and cash; 3. Formal structure, job design and operating systems; 4. Internal social system including the organization's culture and social structure; 5. Technology (or technologies) associated with the organization’s core products; 6. Dominant coalition – the objectives and strategies of those who control policy-making. February 13, 2024 35
- 36. Short term Effectiveness is determined by the quality of organisational processes that affect speed of adjustment, such as information gathering, communicating and decision making. Delays in reacting to change result in the wasteful use of resources February 13, 2024 36
- 37. Effectiveness is determined by an organisation’s ability to maintain alignment between its main elements. Medium term February 13, 2024 37
- 38. Longer term Kotter argues that over the longer term effectiveness is determined by the organisation’s ability to adapt the major Organisational processes External environment Dominant coalition Formal organisational arrangements Technology Social system Employees & other tangible assets February 13, 2024 38
- 39. Kotter’s examples of element states that do and do not facilitate system adaptation States that inhibit adaptation States that facilitate adaptation Organisation possesses a single complex technology that is rapidly becoming outdated and requires large amounts of capital equipment. Organisation possesses the most advanced technologies for its products, services and administrative systems along with a number of alternative technologies that might be needed in the future. Technology February 13, 2024 39
- 40. States that inhibit adaptation States that facilitate adaptation Key norms are not supportive of organisational flexibility; • Low trust • Low total power in the system • Low morale • Little sense of shared purpose. Key norms are supportive of organisational flexibility; • High trust • High total power in the system • High morale • High sense of shared purpose. Social system February 13, 2024 40
- 41. States that inhibit adaptation States that facilitate adaptation • Plant and equipment is run down • Employees, especially middle managers, are unskilled • Organisation has some highly specialised human skills and equipment that it doesn’t need anymore. •Plant and equipment in ‘top notch’ shape • Employees, especially middle managers, are highly skilled • Organisation possesses equipment and people with skills it doesn’t need now but may need in the future. Employee & other tangible assets February 13, 2024 41
- 42. States that inhibit adaptation States that facilitate adaptation Formal systems are not very sophisticated but are applied in great detail, uniformly across the organisation • Formal system exist for structuring, measuring, rewarding, selecting and developing different types of people working on different tasks; • Systems also exist to monitor change and adapt formal arrangements accordingly. Organisational arrangements February 13, 2024 42
- 43. States that inhibit adaptation States that facilitate adaptation Dominant coalition is a small, homogeneous and reasonably untalented group with no effective leadership Dominant coalition is relatively large, heterogeneous and talented group who work together well and have plenty of effective leadership Dominant coalition February 13, 2024 43
- 44. States that inhibit adaptation States that facilitate adaptation Hostile environment: • Organisation very dependent on a large number of environmental factors • Demand for products and services shrinking; supplies hard to get; regulators hostile and inconsistent • Public hostile to firm; economy in bad shape; political system ineffective. Benevolent environment: • Organisation has moderate countervailing power over all external dependencies • Demand buoyant; supplies plentiful; regulators fair and consistent. • Public likes the organisation; economy in good shape; political system functioning effectively. External environment February 13, 2024 44
- 45. Nadler & Tushman’s congruence model Formal Organisation Group Individual Informal organisation Individual Task organisation Inputs Outputs Strategy Environment, Resources, History Transformation process FEEDBACK Like Kotter, Nadler & Tushman (1980) highlight the importance of alignment, but elaborate the organisation’s relationship with the wider environment by focusing more explicit attention on the role of strategy. February 13, 2024 45
- 46. The six ‘fits’ between the components of the transformation process (the internal organization) February 13, 2024 46 Individual – formal organization. For example, to what extent are individual needs met by the formal organizational arrangements? Individual – task. For example, to what extent do individuals have the skills necessary to meet task demands and to what extent do the tasks satisfy individual needs? Individual – informal organization. For example, to what extent does the informal organization satisfy the needs of individuals or make best use of their talents?
- 47. February 13, 2024 47 Task – formal organization. For example, to what extent are the formal organizational arrangements adequate to meet the demands of the task? Task – informal organization. For example, to what extent does the informal organization facilitate task performance? Formal – informal organization. For example, to what extent are the goals, rewards and structures of the informal organization consistent with those of the formal organization?
- 48. February 13, 2024 48 Any delays in reacting to changes will result in a wasteful use of resources.
- 49. Discussion topic To what extent does the concept of alignment (or non-alignment) help to explain the level of effectiveness in your organisation? February 13, 2024 49
- 50. Assignment February 13, 2024 50 Organizations strive to avoid entropy.
- 51. February 13, 2024 51 To be Continued