Professional Documents
Culture Documents
Chapter 8
Soft Systems Model for
Change
suggest:
• ‘backstaging’, not just ‘public
performance’
• ‘political skills’ behind the scenes
• ‘intervening in political and cultural
systems’
• ‘managing meaning’ – ‘selling the
change’
Ackoff, R.L. (1993). The art and science of mess management, in Mabey, C. and Mayon-White, B. (eds) Managing Change. London, P.C.P.
HARD SOFT
Clear goals and objectives Organisations as social 12
Quantifiable data entities
Control mechanisms are Goals need negotiation
clear Different perspectives
Power is clear, known to Power diffuse and
work frequently unknown
Unitary view of Consensus view/conflict
organisation view of organisation
Evolved first to meet Evolved later (1960s) in
needs of modern response to difficulties in
engineering and industrial using hard approaches
systems Aims to appreciate and
Aims to solve problems improve problems
Analyst detached from Analyst part of the
situation situation
Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
Organisation Development - 1
‘Organization development (OD) is a long term
effort, led and supported by top management, to 13
improve an organization’s visioning, empowerment,
learning, and problem-solving processes, through
an ongoing, collaborative management of the
organization culture - with special emphasis on the
culture of intact work teams and other team
configurations - utilizing the consultant-facilitator
role and the theory and technology of applied
behavioural science, including action research.’
intervention
It is participative, drawing on theory and
practices of the behavioural sciences
It subscribes to a humanistic philosophy
of openness
It is a process of facilitation at the
individual, group and organisational level
It has top-management support and
involvement
OD.
Central ideas of the LO:
– A process approach to change in which
everything, including existing goals and the
goal setting processes, is subject to
challenge.
– Double-loop learning.
– Change is continuous.
– Development of the organisation is treated
as being central to its well-being.
– Shared visioning
– Proactive learning
– Continuous experimentation & risk
taking
– Leaders as facilitators and learning
leaders
– Team learning
Source: Mintzberg, H. (1973), The Nature of Managerial Work, Harper & Row.
MOVING
REFREEZING
Change made
permanent
(5)
Assess and
reinforce
change
(2)
(4) Gain
Implement commitment
change to the vision
(3)
Develop an
action plan
– adequacy of planning
– adequacy of persuasion
– adequacy of ‘digestion’
– systems/structure,
– or contexts
assess
– Set hard objectives and quantifiable
performance measures
for change is
4. The claim that OD cannot be applied in the same way
across all cultures.
Supposedly it is not suited to high Power Distance, high
Uncertainty Avoidance, and high Masculinity cultures.