Organization Development and Change Chapter 14 Human Resource Development

Change Process Theory Unfreezing – creating need for change, guilt, anxiety, recognize problem exists Changing – change behavior, values, attitudes through change process Refreezing –use goals and rewards to establish new behaviors and attitudes to replace old ones

Driving and Restraining Forces Restraining Forces Resistance to Change Driving Forces Pressure to

Force-field analysis model Driving Forces Restraining Forces Current Situation 1. Identify the current state of the situation. 2. Envision the desired state. 3. Identify the forces restraining change. 4. Identify the forces that support or encourage change. 5. Assess the strength of the forces. 6. Develop strategies to: reduce the forces restraining change increase the forces for change (or capitalize on existing drivers).

Sources of Resistance to Change Fear – tolerance for uncertainty Vested interests Misunderstandings Assessments of impact of change – different viewpoints Inter-organizational agreements – union contracts

Reducing Resistance to Change Education and communication Participation and involvement Negotiations – power of resisters Cooptation Top management support

Implementation Theory Human processual intervention theory – focus on modifying attitudes, values, problem-solving, interpersonal styles Technostructural intervention theory- improving work content, methods, work flow, performance factors Sociotechnical systems designs – fit between technology and social structure of work units Organization transformation change – organization as complex, human system with its own culture and value system

Limitations of OD Research Lack of experimental designs Lack of resources Limitations of field design research Bias by OD evaluators Lack of motivation to do job correctly Uniqueness of organization and intervention techniques

Intervention Roles Role of change manager – overall responsibility Role of change agent – assists in designing and implementing – internal and/or external – advocate, technical specialist, trainer, problem solving, fact finder, process specialist, reflector

Designing the Intervention Strategy Diagnose the environment – readiness of target group for change Develop an action plan – specific targets and techniques Evaluation of the results of the intervention

Human Processual Interventions Survey feedback Organizational variables to measure Design and implementation of survey Presentation of results Team building Preliminary diagnosis for need Change agent with wide range of knowledge Change manager and agent should develop general approach to sessions-

Technostructural Interventions Job enlargement Job enrichment – Job Characteristics Model Greater effect on productivity Alternative work schedules Moderate effect on work output Withdrawal Effects on attitudes

Hackman & Oldham Job-Enrichment Model Five Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Three Critical Psychological States Growth Need Strength Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual work results Personal and Work Outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover

Sociotechnical Systems Quality circles Total quality management Self-managing teams

Organizational Transformation Cultural interventions Strategic changes Learning organization Collaborative structure Information sharing HRM resources and HRD practices Organizational culture Leadership