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Implementing Organizational Change: Strategies and Insights from Prof. Steve Phelan's Lecture

In this lecture, Prof. Steve Phelan discusses effective strategies for implementing organizational change. Drawing on various case studies, including Peter Browning and Continental White Cap, he outlines the "Ten Commandments" of change management, emphasizing the importance of shared vision, urgency, and strong leadership. The lecture also explores innovative approaches like Parallel Learning Structures and critiques traditional survey methods in Organizational Development. Attendees will gain practical tools for analyzing organizational needs and crafting effective implementation plans.

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Implementing Organizational Change: Strategies and Insights from Prof. Steve Phelan's Lecture

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Presentation Transcript

  1. Change Management Prof. Steve Phelan Lecture 8

  2. Today • Implementing Change • Note on implementing change (1991) • Peter Browning and Continental White Cap (1986) • LMZ Chs17-20 • Organization Mirror Interventions (1999) • Confrontation Meeting (1967) • Parallel Learning Structures (1991) • Survey Guided Development (1972)

  3. Implementing Strategy • Ten Commandments • Analyze organization and need for change • Create a shared vision and common direction • Separate from the past • Create a sense of urgency • Support a strong leader role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate, involve people, and be honest • Reinforce and institutionalize change • What is new here?

  4. Peter Browning and Continental White Cap • Tasks • Construct a vision and set of goals • Create a commitment chart for Peter • What should Peter’s approach be to Lawson, White, Stark, Green and corporate HQ? • Craft an implementation plan to achieve your goals (particularly indicating actions and time frame)

  5. More Group Techniques • What are the similarities and differences between the organization mirror technique and a confrontation meeting? • How do they differ from role analysis and HQ-field relations techniques? • Is there anything new here? • Would it work/not work?

  6. Parallel Learning Structures • Philosophy • The authors believe that traditional structures are not set up to promote learning • They advocate parallel structures to get people out of their environment into a new culture that encourages learning • These are not the same as taskforces, working parties, or quality circles • Do you believe the philosophy?

  7. Survey Guided Development • Overview • Possibly the most pretentious OD article ever written • Lots of scientific/medical metaphors and references • Reflects the view of engineers and psychologists set on making OD a ‘science’ • Believes survey guided research enables scientific diagnosis and prescription • Questions • Why have surveys proven to be such a poor tool over the years? • Is their ‘survey feedback’ the answer?

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