Self-Growth: The foundation for successful organizational change MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

Self-Growth:Self-Growth:The foundation for successful The foundation for successful organizational changeorganizational change

MPA 8002

The Structure and Theory of Human Organization

Richard M. Jacobs, OSA, Ph.D.

Since the time of Sir Francis Bacon Since the time of Sir Francis Bacon (1561-1626)...(1561-1626)...

An “organization” has been viewed as an achievement, a product of experimentation...…as people hypothesize about what

constitutes “best practice”…and managers/leaders devote

themselves to improving organizational efficiency and effectiveness

A theory of organizational change...A theory of organizational change...

Organizational dysfunction represents a fundamental maladaptation...

…where the integration of people, process, and technology is neither efficient nor effective in promoting the achievement of organizational goals

As most managers/leaders know As most managers/leaders know from first-hand experience...from first-hand experience...

The primary maladaptation involves peoplepeople...…who enact differing views of reality into

what they define as the organizational reality (Weick,1979, 1995)

…and, thus, maladaptive behavior manifests itself in organizational dysfunction

Creating Paths of ChangeCreating Paths of Change(McWhinney, Webber, Smith, & Novokowsky, 1997)(McWhinney, Webber, Smith, & Novokowsky, 1997)

Asserts that organization change begins first with self-change...…that is, if manager/leaders are to initiate

organizational change, they first must understand how they view the world

…because how individuals view reality is a critical element in how they formulate a decision (p. 3)

Organizational change involves a Organizational change involves a five-step process...five-step process...

11 - to identify and understand one’s view of reality and attitudes toward change…requires managers/leaders to grapple

with all that is “antecedent” to a practice episode (Sergiovanni, 1986)

antecedents theories of practice practice episodes

cultural milieu

theoretical knowledge

craft knowledge

self knowledge

critical knowledge

mindscapes

action platforms

intentions

actions

outcomes

The reflective practice model The reflective practice model (Sergiovanni, 1986)(Sergiovanni, 1986)......

22 - to search for resources, people, money, and situations that match one’s image of what it will take to “work the larger issue”…necessitates differentiating between

organizational “problems” and the “issue” implicit in the problems

Organizational “problems”...Organizational “problems”...

those recurring and frustrating “glitches” and “snafus” impeding smooth organizational functioning…that hinder the process of

achieving the organization’s goals

An organizational “issue”...An organizational “issue”...

A fundamental conflict of values embedded in and provoking those recurring organizational problems as people attempt to define the issue

…what Gallie (1968) calls “essentially contested concepts”

Analogies...Analogies...

problems solutions symptoms

as

issue resolution disease

::

::

solutions techniques expertise

as

resolution virtue character

::

::

involves “working”...

problems issueas

solutions as resolution

Managing and leading...Managing and leading...

...not “reframing” (Bolman & Deal, 1997)

by possessing an over-riding concern for...

virtue techniquenot

character not expertise

and while endeavoring to foster...

management and

leadership density

subservient and

acquiescent functionaries

not

33 - to engage team members in examining one another’s views of reality as well as each member’s assets and deficits…provides the experiential base of self-

reflection and understanding of alternative views that enables team members to assess the current organizational situation (“reality”)

44 - to identify the organizational problem(s) and to organize organizational resources into a coherent force…engages team members to identify

the maladaptation between people, process, and technology

…as these are attributed not to people but to the strengths and limitations of their differing views of reality

55 - to formulate a path of change…a path that allows managers/leaders to

resolve the organizational issue by inculturating shared values (Schein, 1990, 1992)

…as followers solve problems as they emerge because the changing patterns of the followers’ interactions require new solutions

Foundational concepts of Foundational concepts of organizational change...organizational change...

- Organizational change begins first with self-change

- People formulate organizational problems based upon how they view the world

- Initiating change engenders conflict for which managers/leaders bear responsibility

For managers/leaders, change For managers/leaders, change activities include...activities include...

- conflict managementconflict management: “when people hold strikingly different fundamental assumptions about what is real, even the simplest changes can lead to conflict and prevent resolution” (McWhinney et al., 1997, p. 10)

- problem solvingproblem solving: people in conflict are not necessarily ill-intentioned nor do they necessarily hold opposed goals

- issue resolutionissue resolution: forging the basis of shared values upon which people can solve problems

The four views of reality...The four views of reality...

The unitary view of reality...The unitary view of reality...

Unitary people most enjoy...Unitary people most enjoy...

policies

rules

theories

truths

creeds

principles

designs

belief systems

clarifications

assumptions

For the unitary worldview, what For the unitary worldview, what best captures reality...best captures reality...

For the unitary worldview, how For the unitary worldview, how things happen...things happen...

How the unitary worldview looks How the unitary worldview looks upon change...upon change...

The unitary view of reality in The unitary view of reality in action...action...

inspire convert

designTo putTo put

theory andtheory andpolicy intopolicy into

actionaction

To To proselytize proselytize

to a new to a new viewview

To mobilize To mobilize energy around energy around a new symbol a new symbol

or belief or belief system system

The sensory view of reality...The sensory view of reality...

Sensory people most enjoy...Sensory people most enjoy...

actions

behaviors

facts

data

objects

material things

resources

events

experience

sensuality

For the sensory worldview, what For the sensory worldview, what best captures reality...best captures reality...

For the sensory worldview, how For the sensory worldview, how things happen...things happen...

How the sensory worldview How the sensory worldview looks upon change...looks upon change...

The sensory view of reality in The sensory view of reality in action...action...

induce value

testTo use To use data to data to

interpret a interpret a situationsituation

To create an idea To create an idea that brings clarity that brings clarity and meaning to a and meaning to a

situationsituation

To elicit what To elicit what matters in a matters in a

situationsituation

The social view of reality...The social view of reality...

Social people most enjoy...Social people most enjoy...

values

feelings

preferences

what matters

purposes

wants

motivations

ethics

attitudes

appreciation

For the social worldview, what For the social worldview, what best captures reality...best captures reality...

For the social worldview, how For the social worldview, how things happen...things happen...

How the social worldview looks How the social worldview looks upon change...upon change...

The social view of reality in The social view of reality in action...action...

evoke

persuade allocate

To co-create To co-create ideas and ideas and

images that images that reflect valuesreflect values

To change To change policies to policies to reflect a reflect a

group’s valuesgroup’s values

To designate To designate and assign and assign

resources and resources and responsibilitiesresponsibilities

The mythic view of reality...The mythic view of reality...

Mythic people most enjoy...Mythic people most enjoy...

visions

ideas

symbols

meanings

opportunities

metaphors

dreams

inventions

inspirations

creations

For the mythic worldview, what For the mythic worldview, what best captures reality...best captures reality...

For the mythic worldview, how For the mythic worldview, how things happen...things happen...

How the mythic worldview looks How the mythic worldview looks upon change...upon change...

The mythic view of reality in The mythic view of reality in action...action...

realize

facilitate

establishTo develop To develop policies that policies that

express a express a visionvision

To put an To put an idea into idea into practicepractice

To get others To get others to value an to value an

ideaidea

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

Self-growthSelf-growth as the foundation of organizational change and how, by learning about one’s views of reality, managers/leaders can then set about “working the organizational issue” by enabling followers to “work the organizational problems”...

ReferencesReferences

Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18, 21-32.

Gallie, W. B. (1968). Philosophy and the historical understanding. New York: Schocken Books.

Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment. Cambridge, MA: Harvard Graduate School of Business Administration.

Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.

Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119.

Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass.

Sergiovanni, T. J. (1986). Understanding reflective practice. Journal of Curriculum and Supervision, 1(4), 353-359.

Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.

Simon, H. A. (1945/1997). Administrative behavior: A study of decision-making processes in administrative organizations. New York: The Free Press.

Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York: McGraw Hill.

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