1. Working organizational issues: The six modes of change MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

2. Creating Paths of Change (McWhinney, Webber, Smith, & Novokowsky, 1997) Asserts that organization change begins first with self-change... …that is, if manager/leaders are to initiate organizational change, they first must understand how they view the world …because how individuals view reality is a critical element in how they formulate a decision (p. 3)

3. An organizational “issue”... A fundamental conflict of values embedded in and provoking those recurring organizational problems as people attempt to define the issue …what Gallie (1968) calls “essentially contested concepts”

4. involves “working”... problemsissue as resolutions as solution Managing and leading......not “reframing” (Bolman & Deal, 1997)

5. by possessing an over-riding concern for... virtuetechnique not character not expertise

6. and while endeavoring to foster... management and leadership density subservient and acquiescent functionaries not

7. The four views of reality...

8. The six modes of change: How to “work” problematic situations...

9. The analytic mode of change and its directions... designtest To put theory and policy into action To use data to interpret a situation

10. The analytic mode of change... is based on the observation of principles and facts depends on the power of reason utilizes theory and sensory information to identify solutions, predict implications, and provide the basis for evaluation

11. The evaluative mode of change and its directions... allocate value To designate and assign resources and responsibilities To elicit what matters in a situation

12. The evaluative mode of change... is based on determining or assigning values depends on exploration and shared involvement to develop a value consensus, resolve issues, and initiate actions

13. The emergent mode of change and its directions... facilitateevoke To get others to value an idea To co-create ideas or images that reflect values

14. The emergent mode of change... is based on facilitating social interaction, creating or co-creating ideas or symbols and revaluing ideas depends on creating and gaining acceptance for an idea or symbol to create new meaning, making possible alternative actions and outcomes, and transcending existing conflicts and limitations

15. The assertive mode of change and its directions... establish inspire To develop policies that express a vision To mobilize energy around a symbol or belief system

16. The assertive mode of change... is based on personal authority, establishing truth, or interpreting existing systems of beliefs depends on a charismatic leader or an agent of authority to separate the acceptable from the unacceptable, replace confusion with clarity, or establish rules of conduct that will eliminate problem behavior

17. The influential mode of change and its directions... convert persuade To convert group to an establishedtruth To change policies to reflect a group’svalues

18. The influential mode of change... is based on the preferences people hold, by changing or establishing those preferences depends on the interplay of values and principles to change moral and ethical positions and values imposes truth by authority or establishes new rules of behavior from the value position of individuals

19. The inventive mode of change and its directions... realize induce To put an idea into practice To create an idea that brings clarity and meaning to a situation

20. The inventive mode of change... is based on the material world as people rearrange objects and ideas that are available but that have not been accessed depends on making an idea tangible, creating new concepts to make something, moving, destroying, or transforming what is not a solution into something that is

21. In practice episodes, views of reality reveal patterns of views... Typically, people exhibit several views of reality: dominant active focus balanced avoidant …the important point is that a balanced view is optimal; the other views possess positive (to be emphasized) and negative attributes (to be avoided).

22. With regard to managing/leading an organization... Individuals who view reality through a single perspective tend not to be effective as leaders or as agents of change... …but, learning to use several frames (Bolman & Deal, 1997) or images (Morgan, 1997) appears to enhance an individual’s ability to diagnose the complexities impacting the organizational reality.

23. However, managing/leading an organization successfully also involves a “style” (McWhinney, et al., 1997)... …that is, an individual’s typical choice when utilizing one of the six modes of change (p. 42) to engage others in “working the problems” toward resolution.

24. The analytic mode of working problems... Leadership role and focus: To exercise power in a logical way to achieve established goals Organizing style: Tasks arranged in a meritocratic hierarchy Planning Style: Explicit responsibilities, time, and resource assignments Conflict management: Referee disputes, solve problems, and move forward

25. The evaluate mode of working problems... Leadership role and focus: To allocate and align resources properly to optimize outcomes Organizing style: Functionally responsive to the participants’ desires Planning Style: Optimization by equalizing the assignment of work and benefits over time Conflict management: Negotiate with participants to identify win-win values and to inculturate them

26. The emergent mode of working problems... Leadership role and focus: To co-create valued images using the participants’ energy and skills Organizing style: Functionally open and flexible as well as socially supportive Planning Style: Expansive, search-oriented efforts to seize advantages afforded by opportunities Conflict management: Explore possible solutions by creatively reframing rather than solving problems

27. The assertive mode of working problems... Leadership role and focus: To establish a mission authoritatively; to exhort loyalty to the leader and mission Organizing style: Charismatic and inspirational evolving toward a bureaucracy Planning Style: Autocratic, based on leader’s long-term vision Conflict management: Establish a solution or creatively redefine issue

28. The influential mode of working problems... Leadership role and focus: To work politically to effect policies that enable the organization to attain its goals Organizing style: Patriarchal or oligarchic with an emphasis upon committees Planning Style: Protects the power-value status quo by maintaining or radically reforming the game Conflict management: Mediate disputes to solidify the power base around established and valued positions

29. The inventive mode of working problems... Leadership role and focus: To materialize one’s personal visions in the real world Organizing style: Charismatic and evolving toward a task hierarchy Planning Style: Highly flexible with a strong achievement drive Conflict management: Destroy power base of opposition; stress group goal in order to subordinate dispute

30. Managerial/leadership effectiveness appears to depend at least partially upon the group within which the manager/leader is attempting to instigate change... …because group members possess different views of reality that can facilitate or inhibit change.

31. Managing/leading an organization involves matching the appropriate style with the group member’s views of reality... …“The ultimate leader has access to all leadership styles and has the wisdom to know when to employ each” (McWhinney et al., 1997, p. 44).

32. The interactions of leader and member realities... Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic FOLLOWERFOLLOWER COLLEAGUE INDEPENDENT TEAM MEMBER unconstructive unconstructive acquiescentunconstructive reactive unwilling follower INDEPENDENT involved useruserlearner

33. Particularly (pure) constructive matches... Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic FOLLOWER This individual experiences certitude, that is, unless other team members express fear that the leader’s beliefs are heretical.

34. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic FOLLOWER This individual strongly supports a charismatic leader’s efforts but strongly opposes calls for radical change.

35. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic COLLEAGUE This individual gives authority to the leader based upon the leader’s expertise not the person of the leader.

36. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic INDEPENDENT This individual is uncommitted, but will use any opportunities provided to advance self-interest.

37. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic INDEPENDENT This individual uses organizational resources to achieve personal self-interests. A mythic individual is likely to respect a strong sensory leader.

38. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic TEAM MEMBER This individual trusts the leader, cooperates with the leader, and has good communication with the leader.

39. Particularly (pure) unconstructive matches... Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic unconstructive This individual has little respect for the leader, ignores and passively blocks most change efforts.

40. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic unconstructive This individual disrespects the leader unless both share common values. This individual is threatened by social values.

41. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic acquiescent This individual accepts power and rules as long as they work.

42. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic unconstructive This individual has low regard for the leader, to the point of ignoring the leader’s ideas and values.

43. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic reactive This negative individual usually reacts to and counters leadership efforts.

44. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic unwilling follower This individual has low regard for the leader. This individual oftentimes goes along while attempting to educate the leader.

45. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic involved This individual opposes the leader, unless the leader is strongly facilitative. In this instance, this individual will strongly support the leader.

46. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic user This individual uses the leader as a channel to power or as a front for the individual’s self-interests.

47. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic user This individual uses the leader as a support for one’s own development.

48. Managerial/leadership reality Team member’s reality unitarysensorysocialmythic unitary sensory social mythic learner This individual does not follow the leader but, due to a love/hate relationship, learns from the leader.

49. Managing/leading a team becomes increasingly difficult when team members have varied views of reality …increases the probability of conflict due to the diversity of skills, curiosity levels, and personal openness to change …people tend to stop learning if fear and interpersonal conflict decrease one’s trust and willingness to accept direction

50. This module has focused on... The six modes of change The six modes of change by which managers/leaders “work the organizational issue” by enabling followers to “work the organizational problems”...

51. References Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18, 21-32. Gallie, W. B. (1968). Philosophy and the historical understanding. New York: Schocken Books. Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment. Cambridge, MA: Harvard Graduate School of Business Administration. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.

52. Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119. Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass. Sergiovanni, T. J. (1986). Understanding reflective practice. Journal of Curriculum and Supervision, 1(4), 353-359. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.

53. Simon, H. A. (1945/1997). Administrative behavior: A study of decision-making processes in administrative organizations. New York: The Free Press. Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York: McGraw Hill. Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications, Inc.