and Sense-Making Approaches Chapter 7 Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship and Sense-Making Approaches McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach Image Rationale Chapter 7 Coach Organization Development Appreciative Inquiry Positive Organizational Scholarship These theories and approaches focus on identifying and building on what is working best in the organisation. Interpreter Sense-Making This approach as it alerts managers to the different influence that interpretations of change can have. Chapter 8 Director Change Management Contingency Theories They focus on strategic and planned organizational change. Intentional change outcomes can be achieved through a series of planned steps. There is certainty that it can be achieved. Navigator Processual Approach The outcomes are the result of a complex interplay of different interests, both internal and external to the organization. Note: The caretaker and nurturer images are not well addressed in the literature because as the assumption is that change managers receive rather than initiate change 7-2

Images of Implementing Change Coach Organizational Development (OD) Appreciative Inquiry (AI) Positive Organizational Scholarship (POS) Interpreter Sense-Making

Organization Development Characteristics Change is planned, incremental and participative Outcomes are focused on the improved effectiveness of the organization Long-term focus ( =~ 3 yrs) to achieve its action-orientated goals Focus on changing the attitudes and behaviors of employees Top-down focus, and the top of the organization is committed to the process Experiential Learning to identify current behavs and modifications Groups and teams form the basis for change (Richard Beckhard) 7-4

Organizational Development The OD Practitioner “structures activities to help the org. members solve their own problems and learn to do that better.” Action Research used to identify: Root Problems Actions to be taken Impact of actions

Organizational Development Unfreeze Establish need for change Move Develop new behaviours, values, etc Refreeze Integration of behaviours into the organization Kurt Lewin’s Change Process

Criticism to Organizational Development

Shows a shift from problem solving to joint envisioning of the future Appreciative Inquiry Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 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 7-8

Appreciative Inquiry

Positive Organizational Scholarship Ermagerd in the early 2000s It encompasses approaches such as Appreciative Inquiry and others including positive psychology and community psychology. Centres on the positive aspects of organizational life that lead to increased performance Job satisfaction, skill development 7-10

Sense-Making Approach Made famous by Karl Weick It is up to change managers to understand and interpret what changes are happening. Determine the implications of each of these perspectives Useful for detecting unintended consequences 7-11