Theoretical Foundation

Points to be covered

Models & Theories of Planned change Systems theory Participation & empowerment Teams & team work Parallel learning Structures A normative-reeducative strategy of changing Apllied Behavioral Science Action Research

Models & Theories of Planned change: Kurt Lewin

Concept of resultant, equilibrium point, status quo Unfreezing ,change & refreezing Improvements by Schien, & Lippitt,Watson and Westley

Ralph H. Kilmann

Ralph H. Kilmann, Ph.D., is an independent author/consultant who resides in Newport Coast, California. During 2002 and 2003, he served as the Visiting Scholar for the College of Business Administration, California State University at Long Beach. Formerly, he was the George H. Love Professor of Organization and Management at the Joseph M. Katz Graduate School of Business, University of Pittsburghwhich was his professional home for thirty years. He earned both his B.S. degree and M.S. degree in industrial administration from Carnegie Mellon University in 1970 and a Ph.D. degree in management from the University of California at Los Angeles in 1972. Since 1975, he has been president of Organizational Design Consultants, specializing in quantum transformations. In 2009, he formed a new firm, Kilmann Diagnostics, which is dedicated to resolving conflict throughout the world. Kilmann is an internationally recognized authority on diagnosing complex problems and systems change. He has consulted for numerous corporations throughout the United States and Europe, including AT&T, Kodak, IBM, Ford, General Electric, Lockheed, Olivetti, Philips, TRW, Westinghouse, Wolseley, and Xerox. He has also consulted for numerous health-care, financial, and government organizations, including the U.S. Bureau of the Census and the Office of the President. He is profiled in Who's Who in America and Who's Who in the World.

Models & Theories of Planned change:Ralph Kilmann

Book Managing Beyond the Quick Fix A total systems change model focusing on five sequential stages & critical leverage points (tracks) 1. Initiating the program: securing commitment from the top management 2. Diagnosing the problem: thorough analysis of the problems & opportunities facing the organization 3. Scheduling the tracks: overseeing the functioning of critical leverage points(a) culture track, (b) management skills tracks, (c) team building track (d) strategy-structure track (e) reward system track.

Tracks contd..
(a) culture track: enhances trust, communication, information sharing & willingness to change among members (b) management skills tracks: provides new ways of coping with complex problems (c) team building track: infuses the new culture & updated management skills into each work unit to address to complex problems requiring expertise & information (d) strategy-structure track: develops new or revised strategic plan & then aligns divisions , depts, work groups & resources with the new strategy. (e) reward system track: establishes performance based reward system to sanction the new culture in order to sustain new initiatives.
Successfully implemented in Ford, GE, Xerox, AT&T

Models & Theories of Planned change: Burke-Litwin

1. 2.

3. 4.

Make a decision on first order or second order change First Order change: Also termed as transactional, evolutionary, adaptive, incremental, or continuous Focuses on organizational climate (perceptions & attitudes about the organization) eg. Good/bad place to work, employees supportive /unsupportive, workplace freedom etc. Interventions focus on structure, mgt. practices & systems, policies & procedures. Requires a transactional leader (one who can guide & motivate employees in the direction of goal achievement by clarifying roles & tasks)

Models & Theories of Planned change: Burke-Litwin contd..

1. 2. 3. 4.

Second Order change: Also termed as transformational, revolutionary, radical, discontinuous Focuses on organizational culture (assumptions, values & beliefs) Interventions focus on mission & strategy, leadership &organization culture Requires a transformational leader (one who can inspire the followers to transcend their own self interest for the good of the organization

Porras & Robertson Model of Organizational change

OD interventions alter features of the work setting causing changes in individuals behavior, which inturn lead to changes in individual & organizational improvements Work setting plays a central role in this model & consists of 4 factors: organizing arrangements, social factors, physical settings & technology Worksetting cognitions (what is expected, required & rewarded) behavior

Systems Theory

Concept of systems theory - Bertalanffy Katz & Kahn first applied the concept to organizational context Systems denotes interdependency, interconnectedness & interrelatedness among elements in a set that constitutes an identifiable whole or gestalt

Systems Theory contd..

Input-throughput-output Each system identified by a boundary Boundaries of a system permeable Have goals or purpose Law of entropy and negative entropy Feedback Steady state or dynamic homeostasis Differentiation, integration and coordination equifinality

Socio-technical Systems

A variation of systems theory Eric trist & Fred Emery 1950 Organizations comprise of two systems: social systems & technical systems Changes in one will affect changes in another Used in work redesign and organization restructuring eg. Multiskilling, core/noncore identification

Open Systems Planning

Developed by Clark,Krone & others to address the interface between organization & environment Used to systematically analyze the environmental demands on organization & device plans to successfully meet them

Open Systems Thinking

Developed by Peter Senge Is required for creating Learning organization Enables to effectively cope with rapidly changing environment Five disciplines must be mastered to create a learning environment: personal mastery, mental models, building shared vision, team learning & systems thinking

Other Approaches

Empowerment Team Applied Behavioral Science Parallel Learning Structures