Emerging Change Models: Trends in Complexity

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Emerging Change Models Trends in Complexity
2000 OD Network Annual Conference Atlanta, Georgia
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Desired Outcomes

• Differentiate between the various change model
  themes described in the literature
• Describe the process for Multi-Logue - a new
  large group change intervention
• Identify viewpoints regarding the next generation
  change model

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Flow (830am to 500pm)

• Introduction Welcome
• Review of Existing Change Models
• Mini-lecture
• Response Groups
• Exploring the Multi-Logue Process
• Mini-lecture
• Selecting Your Logue Perspective
• Experiencing Multi-Logue In Search of the Next
  Generation Change Model
• Rounds 1- 4
• Personal Reflection
• Debrief Lessons for the Future

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Introductions

• Table introductions
• Name
• Home State
• What you hope to gain from this session
• One person volunteers to report out table
  expectations to the large group

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Review ofExisting Change Models

• Defining Organizational Change
• Differences Between Model Methodology
• Change Model Framework
• Towards the Next Generation Change Model

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Defining Organizational Change

• A difference in the form, quality, or state over
  time in an organizations alignment with its
  external environment. (Rajagopalan
  Spreitzer,1997)
• Towards a New Definition
• A creative emergence of form and functionality,
  framed by collective intentions, for best fit
  within the external environment. (Evans Thach,
  2000)

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Thoughts

• It is easier to kill an organization than it is
  to change it. (Peters, 1999)

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Differences Between Model Methodology

• MODEL Mechanism (metaphor or symbol with which)
  by which to describe the philosophy of how the
  change will occur within the organization -- a
  perspective or lens on how to view change.
• METHODOLOGY Specific methods with step-by-step
  processes to help plan and structure change
  within organizations -- the actual tools and
  techniques to implement the change (Holman
  Devane, 1999)

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Many Methodologies
And many more...
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Fewer Models.

• Perspectives around change are more limited, and
  can be categorized into a few specific areas.

Next Generation Model?
Low Complexity
High Complexity
Framework for Organizational Change Perspectives
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Equilibrium Model

• Themes
• Organizations seek equilibrium
• Sustained through opposing forces
• Need to unfreeze, change, and refreeze
• Assumptions
• Organization is static
• Change agent studies and acts
• Returns to a state of equilibrium

Kurt Lewin, 1947
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Systems Approach

• Themes
• External environment impacts organizations
• Inter-relationships between parts
• Inputs outputs
• Assumptions
• Organization is static but environment can
  impact
• Change agent studies and acts
• Returns to a state of equilibrium

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Open Systems Planning

• Themes.
• Transport mechanisms are developed to bring
  organization closer to environment.
• Can react more quickly to environmental changes.
• Strategic planning model.
• Assumptions.
• Organization is dynamic and breathing through
  transport mechanism.
• Closely linked to external environment.
• Employees involved in change via planning
  process.
• Organization changes often.

Environment
Transport Mechanism
Active, adaptive, planning
System
Puzzle Learning
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Macro Process Model

• Themes
• Focus on external environment via customers and
  suppliers
• View organizational change across macro work
  processes
• All employees involved via continuous improvement
  mindset
• Focus on measurement and data
• Assumptions
• Organization is dynamic
• Closely linked to external environment via
  customers suppliers
• Employee body involved in change via measurement
  data
• Organization changes often

Org
Customers
Suppliers
Macro Work Processes
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Constant Adaptation Model

• Themes
• All employees constantly implementing change.
• Change is rewarded
• Linked by thin membrane to the environment
• Simple processes few policies procedures
• Assumptions
• Organization is organic and dynamic respond
  quickly.
• Proactive change
• Flees equilibrium
• Employees initiate

Thin Membrane
Simple Processes
Focused Outward
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Framework for Organizational Change Models

• Significance
• Complexity
• Change becomes natural
• Role of change agent

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Response Groups
Table Dialogue Working as a table team, discuss
the following questions regarding the Change
Model Framework presented 1) What was your
reaction to the framework? 2) Whats missing? 3)
How is the framework useful in thinking about how
organizations have evolved over the past 50
years? 4) Other thoughts?
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Multi-Logue Process

• What Is Multi-Logue?
• A large group change process that is a
  simulation technique that support the development
  of a learning organization.
• Background?
• Multi-Logue was developed in Eastern Europe as a
  means for various organizational stakeholders or
  interest groups to engage in a series of
  dialogues related to issues of concern that need
  to be dealt with thoroughly.

Van Eijnatten Hoogerwerft, 1999
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Multi-Logue Process

• Composed of 4 distinct steps
• 1) Self-determination - definition and
  presentation of the groups stakeholder position
  (heres what is)
• 2) Visioning - development and display of clear
  visions/descriptions of the stakeholders
  position (heres what could be)
• 3) Analysis - reflections on the new situation
  (heres whats good about that)
• 4) Strategy design - development of new ideas
  and/or plans for action (heres what well do to
  get there)

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Core Characteristics

• Stakeholders Position Groups
• Heuristic, open scenario
• Dialoging during plenaries
• Influx of new abstractions
• Reflective dialogues in sub-groups
• Co-operative behavioral rules
• Democratic procedures for redesign

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Guidelines for Interacting

• Presentations
• Speak only for you own stakeholder position
• Avoid describing other stakeholder positions or
  elaborating on assumptions about their thinking
  or desires
• Dont evaluate other groups
• Questions
• Ask for clarification only. Do you have enough
  information to understand the points made by the
  other groups?
• Avoid offensive or defensive questioning. Avoid
  leading questions.
• Criticisms
• Dont correct. Instead, communicate to the other
  groups what you expected to get more information
  on.
• Feedback your appreciations. What did you
  especially like about the other groups position
  statements?

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Selecting Your Logue Perspective

• Multi-Logue requires 3 to 10 stakeholder groups
• Identified in advance of the session
• New stakeholder groups may emerge during the
  session
• Need a minimum of 3 people per group
• For the purposes of today, we have identified 4
  stakeholder groups
• Internal OD Consultants
• External OD Consultants
• Business Professionals (any discipline, except
  OD)
• Other

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Round 1 Self Determination

• Discuss and define your stakeholder group
• Answer the question What is our position?
• Create flipchart with key descriptives
• Prepare to present to larger group

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Round 2 Visioning

• Envision the next generation change model
• Describe Heres what it could be..
• Feel free to explore multiple models
• Narrow down to one model or compilation of models
• Create flipchart with key descriptives
• Draw model
• Prepare to present to larger group

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Round 3 Analysis

• Analyze the vision/model you created
• Answer the questions What shifted? What
  implications does this model have for
  organizations?
• Create flipchart with key descriptives
• Prepare to present to larger group

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Round 4 Strategy

• Develop plans for action
• Answer the question What steps would you take
  to implement this model in an organization?
• Create flipchart with key steps
• Prepare to present to larger group

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Personal Reflection - 2 Areas

• Next Generation Change Model
• What shifts in thinking, or new ideas, did you
  experience regarding the various perspectives on
  next generation change models presented in the
  room today?
• Multi-Logue
• What was your reaction to the multi-logue
  experience?
• Could you use this change methodology in your
  organization? What process revisions would you
  have to make?

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Lessons for the Future

• In closing, please share one thought with the
  group
• Results of your personal reflection
• A key learning
• How will you use your opportunities here (in
  Atlanta) to gain further insight and
  understanding?

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Models Methodologies

• Models emulate the interesting themes and
  characteristics of the organization
• Are always incomplete
• Always highlight the modelers bias and
  assumptions
• All models of organization can be true and
  accurate at the same time
• Methodologies are grounded in the truths
  represented in the models
• Mixed methodologies is essentially a mixed
  metaphor

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Core Processes

• Lessons learned
• Exploring abstractions
• Reframing stakeholders perspectives
• Producing a new strategy

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In Search of the Next Generation Change Model

• Themes
• Organization evolves to higher state of
  possessing capability of making intentional
  change.
• Metaphysical
• Energy gathering
• Organizational mind
• Assumptions
• Assumes organization is organic and intentional
• Flees equilibrium
• Change happens
• Change is made across the collective mindset of
  the employees