Presentation on theme: "Organizational Change Beyond the economics…… Business process reengineering flops Technology driven changes – rejected, misunderstood Office design innovations."— Presentation transcript:
Organizational Change Beyond the economics…… Business process reengineering flops Technology driven changes – rejected, misunderstood Office design innovations without the user perspective
The people factor…. Prescriptions and panacea solutions resistance to change….why? Discussion…
Identity Process Theory Human Capital => Threat to continuity across past, present, future Threat to efficacy Threat to esteem/self-worth Threat to distinctiveness Leads to attempts to reinstate these aspects of self
Case Study National company – external consultants designed and implemented a so-called safety culture Cost into 6 figures e.g. safety mgts systems, training, audit, safety committees, in-house newsletter All to no avail – 3 years post-intervention rise in accident rate……WHY?
What went wrong? Perceived as an imposition Procedures not appropriate to local conditions Workforce not consulted or involved All predicated on discipline and fear of reprisal Fees resented esp given redundancy drive Safety problems reported met with inaction on grounds of being too costly to solve Ever increasing targets of production – always met
‘Tagged on’ change You cannot tag on change (e.g. tagged on culture of safety not embedded in day-to-day reality) Top mgt commitment necessary but not sufficient for effective change Generated a ‘blame’ culture and fear of reporting Production targets overrode safety mgt principles What would true change look like in this instance – how will people be thinking, feeling and behaving?
Key principles Process issues- Ownership and control of content of change (goals/vision) Ownership and control of process of change (process involvement) Management of identity principles – sensemaking and the self-organising system
Socio-technical systems theory Balance of individual and organizational considerations Slow ‘drip-drip’ change attitudes approach or create behavioural imperatives that generate attitude change But requires feeling of choice and involvement in the process of behaviour change (e.g. in deciding on the most optimal work arrangement and method of doing a job given a particular goal or objective)
Discussion… Know what Know how Change agency thru work redesign process
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