Scenario Building for Successful Organizational Change MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

Scenario Building for Successful Scenario Building for Successful Organizational ChangeOrganizational Change

MPA 8002

The Structure and Theory of Human Organization

Richard M. Jacobs, OSA, Ph.D.

For Bolman & Deal (1997)...For Bolman & Deal (1997)...

managing and leading organizations is a matter of utilizing four frames to diagnose organizational functioning

Structurally, managers and leaders...Structurally, managers and leaders...

1. set goals and policies under conditions of uncertainty

2. achieve a “delicate balance” in allocating scarce resources across organizational entities

3. motivate, coordinate, and control large, diverse group of subordinates

From a human resources view, From a human resources view, managers and leaders...managers and leaders...

1. help individuals and groups develop a shared sense of direction and purpose

2. balance task and process goals3. endeavor to make group work both

satisfying and efficient

Politically, managers and leaders...Politically, managers and leaders...

1. confront workplace politics

2. apply ethics in the decision-making process

3. wield power effectively

4. act with authority

Using symbols, managers and Using symbols, managers and leaders...leaders...

1. attend carefully to socializing new members into the organization

2. emphasize diversity in ideas and approaches to problem solving

3. manage and lead by example4. develop and use code language to

communicate organizational purpose

For Bolman & Deal, the goal is...For Bolman & Deal, the goal is...

for managers and leaders to give appropriate emphasis to the positives associated with each frame…

…is rational and objective, data driven

Strengths of the structural frame...Strengths of the structural frame...

…is action oriented

…uses logic to shape policies, procedures, division of labor, and span of control

…provides for accountability

…personal

Strengths of the human resources Strengths of the human resources frame...frame...

…practical

…addresses fundamental human needs and interests

…realistic

Strengths of the political frame...Strengths of the political frame...

…practical

…addresses the reality of mixed motives, conflict, and power struggles present in the workplace

…highlights the need for principled reflection and ethical action

…personal

Strengths of the symbolic Strengths of the symbolic frame...frame...

…inspiring, meaningful, motivational

…illuminates the importance of creating and sustaining belief and meaning

…focuses on the bonds uniting individuals into cohesive groups that pursue a shared purpose

While simultaneously...While simultaneously...

managers and leaders to avoid each frame’s limitations…

…impersonal and bureaucratic: views workers as functionaries

Structural frame limitations...Structural frame limitations...

…pessimistic about human nature

…overly simplistic

…inflexible and rigid for decision making

…overestimates the power of authority

…neglects fundamental human, political, and cultural variables

…naïve in its assessment of human nature

Human resources frame limitations...Human resources frame limitations...

…overly optimistic about integrating people, process, and technology

…not realistic for a fast-changing environment

…neglects the power of structure

…neglects the realities of conflict and scarce resources

…impersonal in dealing with people

Political frame limitations ...Political frame limitations ...

…cynical view of human nature

…assumes conflict and power struggles

…reinforces conflict and mistrust

…sacrifices opportunities for rational discourse, collaboration toward shared goals, and hope in a positive future

…impractical for use in the workplace

Symbolic frame limitations...Symbolic frame limitations...

…an overly abstract, vague, and elusive concept

…can easily be manipulated

Using frame analysis positively...Using frame analysis positively...

effective managers and leaders engage in activities…

…focused by their primary concerns

effective managers and leaders are

…scientists

whose primary concerns are

…good data

…honest analysis

…creative designs

…planners

Using the structural frame...Using the structural frame...

…social architects

…the best process


…personable and warm

Using human resources theory...Using human resources theory...


…challenging growth…providing support

…thoughtful and kind

…expanding roles…engendering and

sustaining good will

…servants…catalysts for growth


…savvy and smart

Using political theory...Using political theory...


…coalition-building…negotiating gray

areas

…polished

…upholding the common good

…clear-headed…advocates


…prophets

Using symbolic theory...Using symbolic theory...


…substance

…framing experience

…poets

…priests

…inspiring

…pointing a way

Using frame analysis negatively...Using frame analysis negatively...

ineffective managers and leaders engage in activities…

…focused by their primary concerns

ineffective managers and leaders are

…petty tyrants

Abusing the structural frame...Abusing the structural frame...


…micro-managing

…fault finding

…“snoopervising”

…self-absorbed

…self-interested

…ruling by fiat

…issuing memos


…linguini-spined

Abusing human resources frame...Abusing human resources frame...


…how people feel…avoiding conflict

…wimps

…pushovers

…allowing events to take their course

…letting others decide


…poker-faced

Abusing the political frame...Abusing the political frame...


…self-interest…plausible alibis

…con-artists

…masking fraud

…hustlers

…deception


…fanatics

Abusing the symbolic frame...Abusing the symbolic frame...


…self-preservation…style

…fools

…full of “b.s.”

…images…propagandizing

The strength of “reframing”...The strength of “reframing”...

…is its focus upon the multiple uses of organizational processes

strategic planning

decision making

reorganizing

evaluating

goal setting

communicating

meetings

motivating

FRAME:PROCESS Structural Human

ResourcesPolitical Symbolic

strategicplanning

strategies toset objectivesandcoordinateresources

gatherings topromoteparticipation

arenas to airconflicts andrealignpower

rituals tosignalresponsibility,producesymbols, andnegotiatemeanings



decisionmaking

a rationalsequence toproduce rightdecisions

an openprocess toproducecommitment

anopportunityto gain orexercisepower

a ritual toconfirm valuesand provideopportunitiesfor bonding



reorganizing realigning rolesandresponsibilitiesto fit task andenvironment

maintainingbalancebetweenhumanneeds andformal roles

redistributingpower andform newcoalitions

a ritualconfirming corevalues andprovidingopportunitiesfor bonding



evaluating a way todistributerewards orpenalties andto controlperformance

a process forhelpingindividualsto grow andimprove

anopportunityto exercisepower

an occasion toplay roles in ashared ritual



approachingconflict

to maintainorganizationalgoals byhavingauthoritiesresolve conflict

to developrelationshipsby havingindividualsconfrontconflict

to developpower bybargaining,forcing, ormanipulatingothers to win

to developshared valuesand useconflict tonegotiatemeaning



goal setting to keep theorganizationheaded in therightdirection

to keep peopleinvolved andcommunicationopen

to provideopportunitiesfor individualsand groups tomake theirinterestsknown

to developsymbols andsharedvalues



communicating transmittingfacts andinformation

exchanginginformation,needs, andfeelings

influencing ormanipulatingothers

tellingstories



meetings formaloccasions fordecisionmaking

informaloccasions forinvolvementand sharingfeelings

competitiveoccasions towin points

sacredoccasions tocelebrate andtransformorganizationalculture



motivation economicincentives

growth andself-actualization

coercion,manipulation,and seduction

symbols andcelebrations

these frames, as well as the interpretations they offer, imply that...

…control is a factfact...

…understandingunderstanding is predictable…

…sensemaking is prospectiveprospective…

However...However...

when it is an illusionillusion

when it is retrospectiveretrospective

not confusionconfusion (Weick, 1995)

The managerial/leadership reality...The managerial/leadership reality...

the facts associated with life in human organizations...

…run contrary to common perceptions and opinion...

• First: turbulenceturbulence, not stability, characterizes organizational life.

• Second: people in organizations possess pluralisticpluralistic, not unitary, views about organizations.

• Third: intuitionintuition, not rationality, proves to be of greater value in the decision-making process.

• Fourth: managers/leaders make fewfew, not many, decisions.

the consequence of this organizational reality is that managing and leading human organizations is more like...…“white-water rafting” (Sergiovanni, 1992)

…“garbage can decision making” (Cohen, March, & Olsen, 1992)

…“muddling through” mazes of messes (Lindblom, 1979)

“...it should be considered that nothing is more difficult to handle, more doubtful of success, or more dangerous to manage, than to put oneself at the head of introducing new orders. For the introducer has all those who benefit from the old orders as enemies, and he has lukewarm defenders in all those who might benefit from the new orders.”

Machiavelli, The Prince, 1985, p. 23

MANAGING/LEADING ORGANIZATIONAL CHANGE

and

What does successful

involve and require?

The question, then, is...The question, then, is...

A lesson to remember...A lesson to remember...

successful managers and leaders...

successful managers and leaders...

the challenge is not so much “reframing” the problems impacting organizational functioning (Bolman & Deal, 1997)...…and actingbased on calculations

and contingencieswhether to manage/lead through participation, delegation, selling, or telling (Hersey & Blanchard, 1977)

For managers and leaders...For managers and leaders...

instead, managing/leading human organizations is a matter of the human intellect and creative spirit……a process of “scenario building”

…in an overall effort directed at improving organizational functioning

a methodology to assess organizational functioning...

Scenario building...Scenario building...

...by developing unitary solutions (i.e., “scenarios”) designed from an accurate diagnosis of the situation (i.e., “framing”)

then…

...evaluating the strengths and weaknesses associated with each scenario

...envisioning probable outcomes associated with each scenario

forging a pathway…

...maximizing the positive outcomes

…and minimizing the negative limitations associated with each scenario

that is......to formulate a principled plan of

action to guide organizational decision making

…and acting courageously to implement the plan in the face of many obstacles (McWhinney, 1992)

and

require...…women and men who:

understand the organizational context exhibit an abiding concern for people

and task are ethical and virtuous in word and act

who possess attributes and competencies:

passioncommitment

vision

task competenceintelligence

decisiveness

inspire trusttake risks

are flexibleself-confidentunderstanding

courageous

these innate and learned attributes and competencies enable managers and leaders...

...to engage in a process of self change

…enabling them to influence others by setting an example

With the desired outcome...With the desired outcome...

that people in organizations learn and feel free to act...

professionally purposefully cooperatively ethically

...by using their personal authority and power to enact the organization’s purpose through their individual projects.

evidence structural thinking, as managers and leaders...

1) do their homework

Successful scenarios...Successful scenarios...

2) incessantly reconsider the relationship of structure, strategy, and environment

3) focus on implementation4) experiment, evaluate, and adapt to

achieve best practice (Weber, 1911)

evidence managers considering people and their needs...

1) believe in people and communicate this belief

2) are visible and accessible3) experience delight when others act

purposefully, that is, with authority and power

reflect astute politics as managers and leaders...1) clarify what they want and what they

can get2) assess the distribution of power

and interests3) build linkages and relationships

with key stakeholders

all, the while...

…seeking to persuade, first;

…engaging in negotiations, second;

…using coercion, only if necessary.

demonstrate culture building, as managers and leaders use symbols...

1) to attract the attention of others

2) to frame experience so others can interpret it

3) to communicate a compelling vision

4) to tell meaningful stories that motivate

thereby producing...

…a synergy of cooperative effort (Barnard, 1938) through normative compliance (Etzioni, 1975)

in the service of...…organizational purpose (Barnard,

1938)

…and the ethics of both the leader and the led (Aristotle, 1958; Barnard, 1938; Chaleff, 1995; DuPree, 1992, Kelley, 1988)

This module has focused on...This module has focused on...

…and how managers and leaders use their minds and spirit to foster successful organizational change efforts.

scenario building

The next module will focus on...The next module will focus on...

...and how successful managers and leaders integrate reflective practice, conceptual pluralism, and ethical decision making in practice episodes.

improving leadership practice

ReferencesReferences

Aristotle. (1958). The Nicomachean ethics (W. D. Ross, Trans.). In J. D. Kaplan (Ed.), The pocket Aristotle (pp. 158-274). New York: Simon & Schuster.

Barnard, C. I. (1938/1968). The functions of the executive. Cambridge, MA: Harvard University Press.

Bolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice and leadership (2nd edition). San Francisco: Jossey-Bass.

Chaleff, I. (1995). The courageous follower: Standing up to and for our leaders. San Francisco, CA: Berrett-Koehler Publishers.

Cohen, M. D., March, J. G., & Olsen, J. P. (1992). A garbage can model of organizational choice. Administrative Science Quarterly, 17(1), 1-25.

Etzioni, A. (1975). A comparative analysis of complex organizations. New York: Free Press.

DePree, M. (1992). Leadership jazz. New York: Currency Doubleday.

Hersey, P., & Blanchard, K. (1977). Management of organization behavior: Utilizing human resources. Englewood Cliffs, NJ: Prentice-Hall.

Kelley, R. E. (1988, Nov-Dec). In praise of followers. Harvard Business Review, 66, 142-148.

Lindblom, C. E. (1979). Still muddling, not yet through. Public Administration Review, 39, 517-526.

Machiavelli, N. (1985). The prince (H. C. Mansfield, Trans.). Chicago, IL: University of Chicago Press.

McWhinney, W. (1992). Paths of change: Strategic choices for organizations and society. Newbury Park, CA: Sage Publications.

Sergiovanni, T. J. (1992). Reflections on administrative theory and practice in schools. Educational Administration Quarterly, 28(3), 304-313.

Taylor, F. W. (1911/1967). The principles of scientific management. New York: W. W. Norton.

Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications, Inc.

Scenario Building for Successful Organizational Change MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

Documents

frame slide

accountability slide

efficient slide

organizational purpose

shared purpose slide

ethical action slide

positive future slide

symbolic frame