1. Steven E. Phelan, July, 2010

3. Focuses on strategic, intentional and usually large-scale change Entails following a variety of steps; the exact steps vary depending upon the model used Belief that achieving organizational change is possible through a coordinated and planned approach

4. Ten Steps Define the vision Mobilize Catalyze Steer Deliver Obtain participation Handle emotions Handle power Train and coach Actively communicate 12 Actions Get support of key power groups Get leaders to model change behavior Use symbols and language Define areas of stability Surface dissatisfaction Promote participation Reward behavior that supports change Disengage from the old Communicate image of future Use multiple leverage points Develop transition mgt arrangements Create feedback

5. 10 Commandments Analyze the need for change Create a shared vision Separate from the past Create a sense of urgency Support a strong leader role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate and involve people Reinforce and institutionalize change Eight-step model (Kotter) Establish the need for urgency Ensure there is a power change group to guide the change Develop a vision Communicate the vision Empower staff Ensure there are short term wins Consolidate gains Embed the change in the culture

6. Compare and contrast the various steps in these models. What is left out of different models? Create your own composite model. Is there a preferred sequence of steps? Why? Identify the key management skills associated with each step Which ones are you strongest on? Weakest on? In your experience: Which steps have been best handled? Worst handled? Why?

7. Views change as a continuous process which unfolds differently depending upon the time and the context It sees the outcome of change as occurring through a complex interplay of different interest groups, goals, and politics. Only some outcomes will be able to be achieved given the “messiness” of change This approach does not provide a list of “what to do” steps as in the change management approaches. Rather it alerts the change manager to the range of influences which they will confront and the way in which these will lead to only certain change outcomes being achieved

8. Stay alive Learn to greet absurdity with laughter Use your skills, emotions, labels, and positions don’t be used by them Don’t get trapped in other people’s games Start where the system is Understand how others see themselves (empathy) Never work uphill Work in the most promising arenas Don’t build hills as you go Build resources Don’t over organize Don’t argue if you can’t win Don’t drift – remain focused on your purpose

9. Light many fires Load experiments for success Innovation requires a good idea, initiative, and a few friends Find the people who are ready and able to work, introduce them to one another, and work with them Those who need to rebel or submit are not reliable partners Keep an optimistic bias Capture the moment timing is everything

10. Key propositions Proceed experimentally and flexibly Conceal true goals and intentions Build awareness and credibility to legitimize new viewpoints Tactical shifts, partial solutions Use serendipity to promote supporters, replace opponents, fund pet projects Broaden political support and overcome opposition Encourage others to trial new ideas and create pockets of commitment (but don’t be associated with failure). Why is this a processual view of change?

12. Values Humanistic Openness, honesty, integrity Democratic Social justice, freedom of choice, involvement Developmental Authenticity, growth, self-realization

13. 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

14. 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

15. Critics of change management depict it as being “faddish” and the product of management consultancy firms There is a debate between proponents of OD and proponents of change management: OD is criticized for being less relevant to modern organizations which require strategic, often large scale change rather than slower, incremental change often associated with a traditional OD Change management is criticized for lacking a humanistic set of values and for having a focus on the concerns of management rather than on those of the organization as a whole

16. Focus on transformational change, culture, and learning organizations Argyris undiscussables, double loop learning, and triple loop learning 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

17. Loss of community People pretend to care more about one another than they really do Loss of employer-employee social contract I must take care of myself Employability Is my employer giving me the skills to find another job if I have to? Trust Widening gap between have and have nots Difference between what managers say and do Lack of openness Culture Clash Need for negotiation and conflict resolution skills

18. Participation by large-scale intervention Shows a shift from problem solving to joint envisioning of the future Involves a four-step technique: Discovering current best practices Building on existing knowledge Designing changes Sustaining the organization’s future

19. Goal: Quality executive education Step 1: Describe your peak experience in quality education Step 2: Generate some ‘provocative propositions’ for the UNLV EMBA program based on step 1. Step 3: Describe times when the UNLV program approached peak experience Step 3: Develop a vision of what could be Step 4: What needs to change in skills, structure, processes and systems, management style, and staffing to enhance this vision

20. Northern CEO - Gerry CIO - Kanani HR - Michael VP-Retail – Erin Branch Mgr – Akash Admin Asst - Drew Southern CEO - Cindy CIO - Jody HR - Jonathan VP-Retail - Chad Branch Mgr – Eric Admin Asst - Lane

21. Stakeholders State Governor – Professor Phelan State Regulator – Jim Union Organizer – Jenny Journalist – Tony Largest Customer (South) – Darwin Largest Shareholder (North) - Brad East/West Bank – Kyle