Initiating a path of change: Courage and organizational co-evolution

1. Initiating a path of change:Courage and organizational co-evolution MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

2. Creating Paths of Change(McWhinney, Webber, Smith, & Novokowsky, 1997) • Effective management/leadership concerns “working the issue”... …that exhibits itself in the many organizational problems engendered by conflict on the action board of play.

3. Discerning what issue to work in the midst of multiple problems... …is the fundamental challenge confronting managers/leaders.

4. This challenge is one that eludes ineffective managers/leaders... …yet serves as the defining agenda for effective managers/leaders.

5. Identifying the issue requires... • Intrapersonal knowledge …to know how one views reality …to understand how one’s view impacts the definition of issues and problems.

6. Interpersonal knowledge... …to know how others view reality …to understand how these views impacts how others define organizational issues and problems.

7. Intra- and inter- personal knowledge coalesce... …in a “comprehensive understanding” of the organizational reality …that provides managers/leaders guidance for selecting appropriate tools to include in the organizational change strategy.

8. Accurately reading the organizational reality enables managers/leaders... • to examine the organization’s purpose, goals, and values • to relate the organization’s purpose, goals, and values to the problems emerging in inter-organizational conflicts • to develop a “larger agenda”---the “issue”---that subsumes the problems emerging on the action board

9. Once the issue is identified, successful managers/leaders... • use the organizational reality to identify the best paths, modes, and tools of change... …that will “work the issue” …as people learn to “work the problems,” that is, to resolve organizational problems in conflict situations emerging on the action board

10. Elements of a pathway of change... • a manager/leader who “works the issue” • the people who “work the problems” • adequate resources to achieve organizational goals and objectives • a “presenting problem” that, as it is worked, will clarify the issue for people so that they can resolve problems for themselves

11. “Working the issue” from four different views...

12. “Working the issue”... …begins with identifying the organizational reality …working that issue to a successful solution …by seizing upon the presenting problem to initiate a pathway of change.

13. Or, conversely... …engaging in self-change so as to define the issue from an alternate reality …to work that issue to a successful solution from that reality …and, then, to seize upon the presenting problem to initiate a pathway of change.

14. Each approach utilizes four different “games” and “boards of play”... action worldview power Board #2 Board #1 values Board #5 Board #3 power values vision action

15. …while choosing to neglect two “boards of play”... truth worldview action power environment Board #2 Board #1 values Board #5 Board #3 power values vision action

16. 1. The “design” approach... action power power Board #2 Board #1 action

17. …uses the analytic mode of change and its directions... analytic unitary sensory To put theory and policy into action To use data to interpret a situation design test

18. …in order to get people to “work the problems”... unitary sensory Leadership role and focus: To exercise power in a logical way to achieve established goals Organizing style: Tasks arranged in a meritocratic hierarchy Explicit responsibilities, time, and resource assignments Planning Style: Referee disputes, solve problems, and move forward Conflict management:

19. the manager/leader... …identifies the task …selects the team

20. the team members... …conduct research and collect data …write position paper for manager/leader

21. the manager/leader... …responds to position paper: approves policy directions modifies policy directions rejects policy directions

22. Three tools for designing... analytic unitary sensory action plan To put theory and policy into action causing effects design extracting the qualities

23. The tools of designing... …place a theory, principle, or strategy into practice …to the degree that the theory, principle, or strategy accounts for the context and, to the degree that accurate measurements exist, action steps can foster success

24. Three tools for testing... analytic unitary sensory affinity diagrams To use data to interpret a situation reconciling dilemmas test SWOTS test

25. The tools of testing... …enable contextual theory development …as principles, truths, or theories that fit the context are discovered and insights into organizational functioning arise …allowing for interpretations and prediction about organizational functioning

26. 2. The “conversation” approach... power values Board #2 Board #3 power values

27. …uses the influential mode of change and its directions... To convert group to an established truth unitary influential convert social To change policies to reflect a group’s values persuade

28. …in order to get people to “work the problems”... social unitary Leadership role and focus: To work politically to effect policies that enable the organization to attain its goals Organizing style: Patriarchal or oligarchic with an emphasis upon committees Protects the power-value status quo by maintaining or radically reforming the game Planning Style: Mediate disputes to solidify the power base around established and valued positions Conflict management:

29. management/leadership... …holds principles and strong views …formulates a strategic plan that translates principles and views into concrete policies

30. management/leadership and organizational members... …hold large-scale meeting …to identify non-negotiables, to highlight differences, and to clarify conflicts

31. management/leadership revises plan... that reflects sensitivity to the matters discussed at large-scale meeting while upholding organizational principles

32. Two tools for converting... To convert group to an established truth unitary influential convert social getting the message scenario

33. The tools of converting... …attempt to get other people to accept an established worldview including its fundamental truths, values, beliefs, and assumptions …by transforming preferences and values into principles, beliefs, and truths

34. Three tools for persuading... unitary influential beyond disruption psuedo-quotes value synergizing social To change policies to reflect a group’s values persuade

35. The tools of persuading... …introduces new rules and changes existing rules …to inculcate one group’s values into the members of the broader organization

36. 3. The “allocative” approach... action values Board #1 Board #3 action values

37. …uses an evaluative mode of change and its directions... To elicit what matters in a situation sensory value evaluative To designate and assign resources and responsibilities allocate social

38. …in order to get people to “work the problems”... social sensory Leadership role and focus: To allocate and align resources properly to optimize outcomes Organizing style: Functionally responsive to the participants’ desires Optimization through equalization the assignment of work and benefits over time Planning Style: Negotiate with participants to identify win-win values and to inculturate them Conflict management:

39. the manager/leader... …forms a small, cross-functional team (populated predominantly with sensory and social types) to survey people’s attitudes and to submit report

40. the team members... …devise survey …administer survey …collate data …interpret data …write report …submit report

41. The manager/leader... publicly thanks team and applauds its work reviews report develops a policy scheme that is responsive to the needs and values identified in report announces new policy scheme

42. Four tools for valuing... dialogue To elicit what matters in a situation force field analysis sensory value stakeholder wheel story telling evaluative social

43. The tools of valuing... …surfaces and clarifies the values currently driving the organizational context …by taking facts and events as “givens” and ascertaining what really matters in the situation in which people currently find themselves

44. Two tools for allocating... sensory evaluative To designate and assign resources and responsibilities moving to where it matters allocate social resource allocation

45. The tools of allocating... …enable a fair distribution of organizational resources and assignment of tasks …and through shared involvement, ensures group commitment to action

46. 4. The “evocative” approach... worldview Board #5 Board #3 values values vision

47. …uses the emergent mode of change and its directions... To get others to value an idea To co-create ideas or images that reflect values facilitate evoke social mythic emergent

48. …in order to get people to “work the problems”... social mythic Leadership role and focus: To co-create valued images using the participants’ energy and skills Organizing style: Functionally open and flexible as well as socially supportive Expansive, search-oriented efforts to seize advantages afforded by opportunities Planning Style: Explore possible solutions by creatively reframing rather than solving problems Conflict management:

49. the manager/leader... …forms a small, cross-functional team that balances the mythic and social views …gathers team for a weekend working session

50. the team... …formulates an image of the ideal work situation …team identifies concrete policies that apply ideal image of work situation