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Change Management Chapter 7 Shaping approaches to change Organization Development Values Humanistic Openness, honesty, integrity Democratic Social justice, freedom of choice, involvement Developmental Authenticity, growth, self-realization History of OD T-groups (Lewin, 1946) Training groups – a form of group therapy Socio-technical systems Tavistock Institute Focus on social teams and industrial democracy Surveys with Likert scales from 1946 Often used for diagnosis of organizational climate and post-intervention Participative action research A Plan-Do-Check-Act cycle that involves those who are affected by the changes Role of OD practitioner Steps Problem identification Consultation/collaboration with OD consultant Data gathering and problem diagnosis Feedback Joint problem diagnosis (with group) Joint action planning (with group) Change actions Further data gathering Second generation OD Focus on transformational change, culture, and learning organizations Argyris undiscussables, double loop learning, and triple loop learning (see next slide) Senge’s system dynamics for learning New interest in teams High performance work organizations Self managed teams TQM Visioning, diversity, large meetings Large-scale OD Argyris’ Loops Single Loop Learning learning within existing premises of the organization (e.g. how do I make a better widget) Double Loop Learning Theory in Use (what we do) vs Espoused theory (what we say) Double loop learning involves surfacing and challenging deeply rooted assumptions and norms of an organization that have previously been inaccessible, either because they were unknown, or known but undiscussable. (e.g. Should we be making widgets at all.) Triple loop learning Requires double loop learning in a sensitive way TLL requires trust, listening skills, sharing of power, tolerance of diverse views, and ability to resist saving face The New Agenda for OD Loss of community People pretend to care more about one another than they really do Loss o