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Change Management

In this lecture, Prof. Steve Phelan explores the intricate relationship between globalization and organizational change management. He examines the implications of globalization through the lens of the Clifford Chance case, addressing how global stakeholders influence change initiatives. We delve into the essence of Organizational Development (OD), its historical context, and effective strategies for systemic change. Key topics include the 'one firm' strategy, hiring practices, compensation policies, and the relevance of trust and empathy in creating healthy organizations.

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Change Management

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Presentation Transcript

  1. Change Management Prof. Steve Phelan Lecture 3

  2. Today • Globalization • Cilfford Chance case • Organizational implications of globalization • Cultivating the world • LMZ Chs1-3 • What is OD? (1969) • History of OD (1999) • General strategies for effecting changes in human systems (1976)

  3. Globalization Articles • Implications of Globalization • This article seems to be just like the improv article of last night. Is this a coincidence? What is new here for change management? • How important are the right rewards, values, and culture in a global organization? • Cultivating the world • “Globalization means stakeholders and responsibilities everywhere, which have to be managed.” • Is this true? If it was true how does it effect the way we think about change?

  4. Clifford Chance • What do you think of the ‘one firm’ strategy? • What are the advantages of this structure? • What are the disadvantages? • What are the implications for change management of pursuing this strategy? • Are they doing the right things to build the culture they want? • What about hiring practices? • Does their compensation policy need to be revisited? • Are they opening too many offices, or not enough?

  5. What is organization development? • Clarifications • What is an open system? • What does it mean to diagnose an organization? • What is action research? What is a planned intervention? • Do we have more ‘healthy’ organizations in 2004? • Relevance • What part of the message still works? • What would you have to revisit?

  6. History of OD • What is a T-group? • What are the alleged benefits? Problems? • Now you know where the flip chart came from • Trusting empathic soul barers…hmmm… • Argyris • Explore, enquire, experiment – how valuable? • What are the disciplinary backgrounds of OD people? • Social work, sociology, psychology, theater

  7. History of OD • OD as a “system-wide change” effort • “the system of human relationships as a whole” What does this mean? • Surveys with Likert scales from 1946 • Can surveys generate change? • Action research • How does PAR differ from AR? • Sociotechnical systems

  8. Second generation OD • Focus on transformational change, culture, and learning organizations • Argyris undiscussables, double loop learning, and triple loop learning • Senge’s system dynamics for learning • New interest in teams • High performance work organizations • Self managed teams • TQM • Visioning, diversity, large meetings • Thousands of practitioners

  9. General strategies • Approaches • Empirical-rational • Goal driven, problem-driven, engineering approach • Should OD/change sensitize managers to new possibilities or goals? • Normative-Reeducative • Meanings, habits, values, social • Direct intervention/system focus • Power coercive • Political and economic sanctions • Strategies of nonviolence • Power elites, use of political institutions

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