Chapter 7 Implementing Change Organization Development Appreciative Inquiry

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

Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship Sense-Making Approach 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 actionorientated 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 7 -4 – (Richard Beckhard)

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

Criticism to Organizational Development

Appreciative Inquiry Images of Managing Change Organization Development Appreciative Inquiry Positive Organizational Scholarship • 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 Sense-Making Approach 7 -8

Appreciative Inquiry

Positive Organizational Scholarship • Ermagerd in the early 2000 s • 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 interpret what changes are happening. – Determine the implications of each of these perspectives • Useful for detecting unintended consequences 7 -11