Organizational Development and Long-Term Change

1. Organizational Development and Long-Term Change Torbjörn Stjernberg

2. Different lenses for understandingchange • Technical-bureaucraticperspective • Rationality, top-down • Unambigiousgoals • Instrumental –the organization as a tool, machine like • Power follows position • PoliticalPerspective • Ambigiousgoals, pluralityofinterests, conflicts • Negotiating, mobilisingresources • Formingcoalitions – powercomes from assocciationswithothers • Culturalperspective • Construction (and management) ofvalues and beliefs • Focus people and internalorganizationalprocesses • Symbolicmessages

3. OrganizationalDevelopment – six steps: • Identifying a need for change • Selecting an intervention technique • Gaining top-management support • Planning the change process • Overcomingresistance • Evaluating

4. OrganizationalDevelopment – six steps: • Identifying a needfor changethat has potential top management and political support • Selecting an intervention techniquethat fits the cultureof the relevant actors /system • Gainingnot onlytop-management support, by involving managers on all levels and helpingthem "own" the changes • Planning the changeprocess, i.e. not least the technicalaspects and logisticsof the changeproject • Overcomingresistance, or using the resistancetofindweaknesses in yourchangeattempts • Evaluating, learning, adjusting, managing the bordersof the change and take new loops

5. Kolody's and Stjernberg's change model

6. Analytical, expert strategy

7. Learning strategy / OD ideal

8. Change requisites Legitimacy Arenas Freedom of action Soul - of - fire Empathy and Insights Reflection Consultants

9. Different strategies to deal with coordination of develoment across a large system

10. Saab Automobile - The Production Way "One team, one concept (QLE/H), one culture – and no compromise."

11. Viability of organizational ideals

12. Viability of organizational ideals - 20 years

13. The Change Dilemma Directive Approach - the change is a mean to create a more participative organization with democratic norms, and to make sure that this becomes the result, the manager must use his power Supportive Approach - the change process must follow the norms intended to be the norms in the new organization, but then the manager may not be certain that the change process leads to the structure and norms that he/she wishes to be the essence of the new organization.

14. The Learning Dilemma Experiential Approach - emphasize the learning in the unit experiencing change - but this may contribute to the isolation of the unit and thus make it more difficult to disseminate its experience. Diffusion Approach - emphasize the communication of the unit’s insights to its surroundings, but this may hinder the creation of an innovative climate within the unit - and thus there may be less of innovations and experience worthy to disseminate.

15. Diffusion/Spreading/Translation/ Reinvention of Innovations

16. Diffusion/Spreading/Translation/Reinvention of Innovations inspirations leading totranslation and reinventionprocesses perhaps "the diffusion model" knowledgesharing leading totranslation and reinventionprocesses preassures leading totranslation and reinventionprocesses