Planned Change in an Organization

10 Key excerpts on "Planned Change in an Organization"

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  Learning to Change

  A Guide for Organization Change Agents

  • Léon de Caluwe, Hans Vermaak(Authors)
  • 2002(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  Planned change is a purposeful decision to effect improvements in a personality system or a social system that is achieved with help of professional guidance. Organizational change consists of goal-oriented and, to a degree, preplanned actions, the final result of which can be, more or less, clearly formulated in advance. Management of change is predicting, channeling, guiding, and altering the three organizational cycles: the political cycle, the technical cycle, and the cultural cycle. Change involves the crystallization of new action possibilities (new policies, new behaviors, new patterns, new methodologies, new products, or new market ideas) based on reconceptualized patterns in the organization.The architecture of change, the design and construction of new patterns, or the reconceptualization of old ones, to make new, and hopefully more productive, actions possible. Organizational development is a top management-supported, long-range effort to improve an organization’s problem-solving and renewal process, particularly through a more effective and collaborative diagnosis and management of organization culture—with special emphasis on formal work team, temporary team, and intergroup culture, with the assistance of a consultant-facilitator and the use of theory and technology of applied behavioral science, including action research. Bennis, Benne, and Chin (1985) Lippit,Watson, and Westley (1958) Van der Vlist (1993) Tichy (1980) Kanter (1992) French and Bell (1984) Table 4.1 Planned Change Is . . . Dimension 1. Content (what should improve? what can improve?) 2. Structuring (approach; in what sequence? by what rules?) 3. Social (who are involved? how do they interact?) 4. Sense-making (meaning, importance, weight accorded by individuals and by the organization) 5.

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  Organizational Change

  Creating Change Through Strategic Communication

  • Laurie Lewis(Author)
  • 2011(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Zorn et al. define change as referring “to any alteration or modification of organizational structures or proc- esses” (1999, p. 10). This and other definitions of change often imply that there are periods of stability in organizations that are absent of 26 Defining Organizational Change change or that a normal state for organizations is marked by routine, consistency, and stability. Although stakeholders may experience organ- izations as more familiar and stable at some points and as more dis- rupted and in flux at other points, we can certainly observe that organizing activity is made up of processes and as such is always in motion and always changing. This book is concerned with planned change and periods in organizations where purposeful introductions of change are made in some bracketed moment in the flow of organizing activities. That is, managers and implementers attempt to disrupt what is normal and routine with something else. The process of implementing change in organizations sometimes begins with processes of innovation and diffusion and nearly always involves a formal adoption process and implementation. Innovation is a creative process of generating ideas for practice. Organizational changes are sometimes generated through accidental or intentional innovation processes used by organizations to create new ways of doing or new things to do. However, organizations don’t always choose to change based on a self-generated idea. Sometimes, as noted earlier, pressures from environment drive changes or changes are spread through a network (e.g., professional associates) or within a particular context (e.g., industry).

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  Consultation for Organizational Change Revisited

  • David W. Jamieson, Robert C. Barnett, Anthony F. Buono(Authors)
  • 2017(Publication Date)
  • Information Age Publishing

    (Publisher)

  SECTION I THE PROCESS OF ORGANIZATIONAL CHANGE Consultation for Organizational Change Revisited, pages 3–27 Copyright © 2016 by Information Age Publishing All rights of reproduction in any form reserved. 3 CHAPTER 1 THE DYNAMICS OF PLANNED ORGANIZATIONAL CHANGE Robert C. Barnett Nancy Weidenfeller For over 20 years, change leaders have been cautioned that planning and orchestrating effective organizational change is one of the most difficult but important tasks they might undertake, unlike any other responsibility they have ever assumed (Duck, 1993). Because the process of implement- ing organizational change is complicated, unpredictable, time-consuming, and lengthy, change leaders have increasingly been encouraged to take advantage of the wide body of guidance and direction available in the lit- erature. Over the last two decades, a variety of change models, skills, and practices have been developed and published offering the change leader advice about how to accomplish organizational change most effectively. By far, most large-scale organizational change initiatives tend to follow a planned process and are initiated, championed, and implemented by lead- ers in the executive ranks. Within this context, change consultants can be more successful if they understand what executive change leaders really do, how to best respond to the challenges and pressures they face, and the skills and competencies executive change leaders value or require of consultants they use to contribute to the success of organizational change processes. 4  R. C. BARNETT and N. WEIDENFELLER The focus of this chapter is on planned change—the series of activities that must take place to initiate and carry out successful organizational change (Cummings & Worley, 2009).

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  Organizational Behavior

  • Michael A. Hitt, C. Chet Miller, Adrienne Colella, Maria Triana(Authors)
  • 2017(Publication Date)
  • Wiley

    (Publisher)

  Valcovici, “Major Companies Plan for U.S. Carbon Emissions Fee, Report Says,” Reuters (Dec. 5, 2013), http:// www.reuters.com; A. Soichet and M. Frost, “Inside Whole Foods’ Social Conscious Profitable Business,” ABC News (Feb. 7, 2013), http://abcnews.go.com; L. Kaufman, “NYT: Emissions Disclosure as Business Virtue,” MSNBC (Dec. 29, 2009), http://www. msnbc.msn.com. Planned Change 477 Planned Change How does an organization respond to pressures for change? One possibility is planned change, which involves deliberate efforts to transform an organization or a subunit from its current state to a new state. Planned change may be evolutionary over time or it can be more revolutionary, involving major changes in a shorter period of time. 45 To effectively move the organization from one state to another, those managing the change must consider a number of issues in three distinct parts of the change process. 46 Resistance to change may develop along the way, however. Process of Planned Change Change is typically thought of as a three-phase process that transforms an organization from an undesirable state through a difficult transition period to a desirable new state. Although researchers tend to agree on the nature of these three phases, 47 different names for the phases have been used by different people. Kurt Lewin, a noted social psychologist, provided the most commonly used labels: unfreezing, transforming, and refreezing. 48 That is, the change process involves unfreezing an organization from its current state, moving (changing) it to a new state, and refreezing it in the new state (see Exhibit 14-3). Unfreezing Unfreezing involves three activities. 49 First, change leaders provide a rationale—a reason why individuals in the organization should no longer be committed to the status quo.

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  Organizational Behavior

  Integrating Individuals, Groups, and Organizations

  • Joseph E. Champoux(Author)
  • 2020(Publication Date)
  • Routledge

    (Publisher)

  Another type of ethical dilemma involves the manipulation or coercion of people in the client system. The issue here is whether individuals are asked to change their values and behavior without full awareness and consent. Several organizational development interventions described earlier are powerful techniques for changing people. Ethical considerations require that participants in an organizational development intervention be informed of the potential effects on them. Both forced participation and failure to inform participants about potential effects of an intervention are breaches of ethics.

  SUMMARY

  18

  SUMMARY

  Organizational change includes both unplanned and planned change. Unplanned change happens when forces for change overwhelm the organization. Planned organizational change is deliberate and unfolds in a series of phases that are not always distinct from each other. Planned change efforts can have different targets, including the organization’s culture, decision processes, task design, and organizational design. It can proceed in incremental steps (evolutionary change) or at a fast pace (revolutionary change).

  People resist change for many reasons. Managers may view resistance to change as a problem to overcome or as a new source of information about the organization. The chapter described some ways to manage the change process to reduce resistance.

  Organizational development is a systematic approach to planned change using social and behavioral science theories and concepts. Organizational development occurs in a series of phases. It often uses data to assess the organization’s current state and to diagnose the organization to identify needed changes.

  Managers and consultants can choose from four classes of organizational development interventions: (1) human process interventions; (2) structural and technological interventions; (3) human resource management interventions; and (4) strategy interventions.

  Organizational development has its intellectual roots mainly in the United States with some branches in England, northern Europe, and Scandinavia. The consultants’ assumptions and values, and the nature of many interventions, reflect the values of those cultures. Those assumptions and values can differ from the assumptions and values found in many other nations.

  Several ethics issues emerged from the discussion of organizational change and development. They center on misrepresentation by a client or consultant, data confidentiality, and full awareness and consent to behavioral changes by people who will experience the changes.

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  Work, Change and Competition

  Managing for Bass

  • David Preece, Gordon Steven, Valerie Steven(Authors)
  • 2002(Publication Date)
  • Routledge

    (Publisher)

  5 Change and changing

  There are a number of matters which will be discussed in this main section. We will begin by distinguishing between what is meant by ‘change’ and ‘changing’; this is followed by an overview of ‘strategic’ or, as it is sometimes called, ‘planned’ change and some of the ways in which such change can begin. The foregoing necessarily draws upon a consideration of Organization Development (OD), and so something will be said here about the nature of OD, before addressing some of the main problems associated with this perspective on organizational change. Following this critique, the narrative moves away from OD to consider alternative frameworks for studying organizational change, labelled ‘emergent’ or ‘processual-contextual’. On the basis of this discussion of OD and organizational change, the narrative then turns to an examination of the people who take on a responsibility for change within organizations (‘change agents’).

  Clearly it is an impossible task to outline and discuss all the variety of forms which organizational change can take, such as cultural, structural, redesign of jobs, introduction of new working practices, changes to grading and remuneration systems, and changes to the modes of control. The nature and implications of any and all of these changes will vary both across different organizations and within the same organization over time. Given that the central focus of the book is upon a detailed outline and analysis of the many facets of a major strategic change initiative in a particular organization, we decided to elaborate more fully upon each of the aspects of the change process at the point at which they are addressed in the book, rather than in this chapter.

  Change versus changing

  Brunsson and Olsen (1993) talk about what they refer to as ‘administrative reform’, and ask why reform projects are so common, given that they often do not involve any organizational change. One response they provide to this question is that ‘reforms are easier to initiate than to decide on, and easier to decide on than to implement’ (1993:6). Another is that the employees on the ‘receiving end’ of the reforms do not support them because they recognize that they are based on faulty premises, are self-contradictory, or destructive. It may sometimes make sense for senior managers to ‘boast’ that certain reforms have occurred in order to display their ‘rationality’ and up-to-dateness to outsiders; indeed, there may only be a certain repertoire of ‘reforms’ which are so perceived during a given time period, hence the ‘choice’ may be restricted. What is more, ‘The existence and change of external norms may be the very reason for reform. When fashion swings, organizations must change their forms if they are to be considered normal and up-to-date’ (1993:8). Why does this happen?

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  Organisational Behaviour

  • Gert Alblas, Ella Wijsman(Authors)
  • 2021(Publication Date)
  • Routledge

    (Publisher)

  Planning makes it clear what activities must be performed, by whom, in what order and within what time frame. Coordination of the performance of the planned activities is then necessary. One must also investigate whether the performance is running according to plan and the goals are being achieved. If interruptions occur, one must find out what the causes are and what adjustments are necessary. To enable the implementation to proceed according to plan, the following questions must be answered affirmatively: • Is it sufficiently clear to those involved what activities must be performed and in what order? • Is it sufficiently clear within what time frame the various changes must take place? • Is it clear who is responsible for the coordination, evaluation and adjustment of the change process? • Are people alert enough to notice obstacles to the change process in time and devise effective solutions for them? To obtain an affirmative answer to these questions, it is important that a great deal of attention is paid to planning, supervision, evaluation and adjustment of the change process in this phase of change management. The managers responsible will need to invest a substantial proportion of their time in this. Strong resistance against change can be a signal to reconsider that change. This is especially the case for top-down implementation in which management, prior to the change, has done little to nothing to involve employees and management lower down in the organisation (Piderit, 2005). NRC HANDELSBLAD, Anne-Martijn van der Kaaden Change is not an exact science Companies often do not realise that ‘What works for Tesco will not necessarily organisational change is should be a work for Asda.’ And customers almost tailored process, says professor of always notice at least a little of what is organisational change Wouter ten Have. going on.

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  Business Transformation Framework - To get from Strategy to Execution

  • Jeroen Stoop, Remco Bekker, Sjoerd Staffhorst, Tjerk Hobma(Authors)
  • 2016(Publication Date)
  • Van Haren Publishing

    (Publisher)

  In order to anticipate the upcoming changes, we should pay attention to including and developing people during the business transformation planning. One approach is individual training or coaching to acquire the knowledge and skills needed for a successful change. A number of items are critical to ensuring that practical capacity for change (e.g. time and money) is available at the end of the business transformation planning. Firstly, the current projects that the organization is already carrying out, or are in the planning stage, should be included when prioritizing projects. This ensures that the change projects arising out of the business transformation plan are not added ‘on top of ’ those projects already underway or planned in the organization, but rather that senior management should examine the big picture of the entire portfolio of projects and prioritize accordingly. This may mean stopping a project that was planned but is now considered less important in order to free up capacity to carry out a newly drafted change project from the business transformation plan. Secondly, it is crucial to incorporate the results of the business transformation planning into the regular planning and control cycle of the organization. If an organization delivers its annual plan for the upcoming year for approval in September, for example, it would not make much sense to record the results of the business transformation planning and a corresponding capacity and budget claim in November. It would certainly not make sense for an organization that is to be tightly controlled and evaluated based on the implementation Build up change competencies. Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net A good planning process paves the way for successful organizational change 109 of the annual plan.

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  Planned Change Theories for Nursing

  Review, Analysis, and Implications

  • Constance Rimmer Tiffany, Louette R. Johnson Lutjens(Authors)
  • 1997(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  C H A P T E R Planned Change Theories Choose Well, Use Well BOX 2.1: LOOKING AHEAD BOX 2.2: KEY WORDS AND PHRASES 13 14 BASIC CONSIDERATIONS IN PLANNED CHANGE P eople have not always accepted the idea that planned change deserves formal study as a feasible, worthy, and essential activity. Early Calvinists, for example, saw societal order as preordained and nonchanging. Under this viewpoint, planned change cannot occur. Later, rationalist thinking claimed that people who have information about the best way to do things will choose that best way. Under the rationalist system, change is feasible. Planners merely supply information—change follows automatically. In the minds of others, planned change amounts to social tinkering, a wrongful violation of natural law. Currently, advertising, along with other pervasive attempts to plan change, constitutes a prevailing facet of modern life. Casual reading of any newspaper shows a widespread value for planned change (Hornstein, Bunker, Burke, Gindes, & Lewicki, 1971). Some would call planned change essential. Even though widely accepted, planned change carries drawbacks such as unintended consequences (Rogers, 1995) and inefficiency. This book contends that a sound planned change theory or model appropriate to nursing's purposes helps nurse planners avoid pitfalls and achieve desired changes in an effective and efficient manner. This thesis presents the problem as one of choosing a good planned change theory and using it knowledgeably. Choose a good road map and use it well! This chapter raises and answers several questions. First, what is a theory? A model? And, more specifically, what is a planned change theory? How can a nurse planner choose a sound and appropriate change theory? Last, what makes up good theory usage? What Is a Theory? Theories are idea structures. No one can reach out and touch a theory because theories only represent reality.

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  Change Basics

  • Linda Russell, Jeffrey Russell(Authors)
  • 2023(Publication Date)
  • Association for Talent Development

    (Publisher)

  Because change for change’s sake wastes the organization’s resources and exhausts employees, the change should offer a clear and compelling solution to the pressing problems and challenges facing the organization. Developing Your Change Plan ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 132 The design team members first describe the desired ideal state for the organiza- tion and then plot out what, from their perspective, must happen within the orga- nization to achieve that outcome. This step defines the “what” of the change. Some of the questions considered during this stage of the plan’s development include:  What aspect of the work done by employees or the outcomes experienced by customers is actually changing?  In what way are these things changing?  How is the current state different from the ideal state? What components of this current state will need to change? What is not in alignment with the ideal state?  Is the change incremental or transformational?  Are the jobs of employees transformed into something completely different or is the change simply a minor adjustment to what already exists?  Will customers’ relationship with the organization or employees be affected in any way?  What is the business case for the change vision? How does this change vision address fundamental business issues (such as growth, profitability, cost reduction, product/service mix, competitive pressure, quality and productivity improvement, shareholder value)?  What are the potential benefits of this change? How will employees and other stakeholders realize these benefits?  What is the profoundly positive outcome that the change will help the organization realize? Making a business case for change is fundamental to a successful change effort.

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