SESSION 5. ATTITUDES AND VALUES OD
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SESSION 5.
ATTITUDES AND VALUES
OD
VIDEO
• www.washingtonpost.com/wp-dyn/content/video/2009/08/18/VI2009081801485.html Evan Wittenberg
• http://www.youtube.com/watch?v=9b1OnUJOA8Q
• www.youtube.com/watch?v=IrCeVwwu0Xc
ATTITUDES AND VALUES
• CULTURE: refers to the underlying values, beliefs and code of practice that makes a community what it is
• It springs from society.• Organizations are ‘part of’ and ‘apart from’
society• ATTITUDE: enduring beliefs around an
object or situation predisposing a person to respond in some preferential mannerii.– AFFECTIVE (evaluation:good or bad)– BEHAVIOURIAL (reaction)– COGNITIVE (beliefs, opinions, ideas)
ATTITUDES AND VALUES
”AN ATTITUDE IS A MENTAL AND NEURAL STATE OF READINESS, ORGANIZED THROUGH EXPERIENCE, EXERTING A DIRECTIVE OR DYNAMIC INFLUENCE UPON THE INDIVIDUAL’S RESPONSE TO ALL OBJECTS AND SITUATIONS WITH WHICH IT IS RELATED.”
Allport, 1935
ATTITUDES AND VALUES
• Allport’s, Thurstone’s, McCormick & Ilgen’s and Osgood et al’s definitions of attitude.
• Rosenberg and Hovland: Three main components of attitude:CognitiveEmotionalBehavioural
• Those attitudes that are in the long term connected to the function or essence of the work are called values.
ATTITUDES AND VALUES
•Kabanoff’s Individual and Organisational Values
‘Equity, equality, power and conflict’ by BORIS KABANOFF
VALUES
ATTITUDES AND VALUES
FUNCTIONS OF AN ATTITUDE:
BADGE VALUE (who we are and what we believe)UTILITARIAN, ADAPTIVE FUNCTION (likes-dislikes that
lead to our goals)KNOWLEDGE, ECONOMY FUNCTION (catagorize
information, manage our world)VALUE EXPRESSIVE FUNCTION (beliefs what is right or
wrong)EGO DEFENSIVE FUNCTION ( protection from fears and
rejection)
ATTITUDES AND VALUES
FISHBEIN & AJZEN (1976)The Expectancy – Value Model of
Attitudes
ATTITUDES AND VALUES
• Ros Schwartz & Surkiss:Power over others, social statusAchievement acknowledged social successHedonism joy, enjoymentSimulation challenge, looking for noveltySelf-direction creativity, independent acts &
thoughtsUniversalism caring for the future – human &
environmentBenevolence caring for the well-being of othersTradition respect for culture & religionConformity not to offend
others/norms/expectationsSecurity stability in social & private life
ATTITUDES AND VALUES
Clare W. Graves• Level 1: Beige (Reactive / Survival Sense) - Sharpen
instincts and innate senses.• Level 2: Purple (Tribal / KinSpirits) - Seek harmony
and safety in a mysterious world• Level 3: Red (Egocentric / PowerGods) - Express
impulsively, break free, be strong• Level 4: Blue (Absolutistic / TruthForce) - Find
purpose, bring order and ensure future• Level 5: Orange (Materialistic / StriveDrive) - Analyse
and strategise to prosper• Level 6: Green (Personalistic / HumanKind) - Explore
inner self, equalise others• Level 7: Yellow (Existential / FlexFlow) - Integrate and
align systems• Level 8: Turquoise (Holistic Organism / GlobalView) -
Synergise and macromanage
ORGANIZATIONAL DEVELOPMENT
ORGANIZATIONS ARE A COLLECTION OF INTERACTING AND INDEPENDENT INDIVIDUALS WHO WORK TOWARD COMMON GOALS AND WHOSE RELATIONSHIPS ARE DETERMINED ACCORDING TO A CERTAIN STRUCTURE.
CHANGE IN THE ORGANIZATION
• INCREASED SUCCESS OF COMPETITORS
• NEED TO IMPLEMENT NEW TECHNOLOGY
• INCREASE EFFICIENCY OF INTERNAL SYSTEMS
ORGANIZATIONAL CHANGE IS NECESSARY AND CONSTANT
• INCREASED SUCCESS OF COMPETITORS
• NEED TO IMPLEMENT NEW TECHNOLOGY
• INCREASE EFFICIENCY OF INTERNAL SYSTEMS
ORGANIZATIONAL CHANGE IS NECESSARY AND CONSTANT
WHAT IS OD
OD is a system-wide application of behavioural science knowledge to the
planned development, improvement and
reinforcement of the strategies, structures and
processes that lead to organisation effectiveness
Cummings & Worley (2001)
OD includes the following procedures
• diagnosing the organisations current functioning
• planning interventions for improvement
• mobilising resources to put the plan into action
• evaluating the effects.
Berry & Houston (1993)
ROLE OF THE ORGANIZATIONAL PRACTITIONER
They assist with the implementation of planned change Planned change is a structure or a process which an
organisation follows to effect change 3 key models of planned change used in OD today –
Lewin’s model, Action Research and Appreciative Inquiry
Lewin’s Model: B=f (P, E) behaviour equates funtion of the person and of his environment
dynamic and action research
ORGANIZATIONAL CULTURE
Organisational culture is the pattern of basic assumptions, values, norms, and beliefs shared by organisation members. These shared meanings help members make sense out of everyday life in the organisation.
Cummings and Worley (2001)
Organisational culture is ‘how things are done around here’. It is what is typical of the organisation, the the habits, prevailing attitudes, the grown-up pattern of accepted and expected behaviour.”
Drennan (1992)
ORGANIZATIONAL CULTURE
BELIEFS, VALUESMYTHS, STORIES, LANGUAGEHYSTORYBEHAVIOURSYMBOLSUNWRITTEN RULESHEROESROUTINES, CELEBRATIONS, RITUALS
SCHEIN, 2004
Types of culture (Handy, 1985)
• POWER CULTURE: power concentrates among a few. Power cultures have few rules and little bureaucracy; swift decisions can ensue
• ROLE CULTURE: people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies
• TASK CULTURE: Teams are formed to solve particular problems. Power derives from expertise as long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure
• PERSON CULTURE: exists where all individuals believe themselves superior to the organization. Some professional partnerships can operate as person cultures, because each partner brings a particular expertise and clientele to the firm
Problem Identification
Consultation
Data Gathering & Preliminary
Diagnosis
Feedback
Joint Diagnosis
Joint action planning
Action
Unfreezing
Moving-process
RefreezingData gathering after action
Action Research Model
Appreciative inquiry
Appreciative Inquiry is the study of what works well Focuses organisations on their positive qualities Leverages those qualities to enhance the organisation (Cooperrider,1999; Seligman, 2002)
http://appreciativeinquiry.case.edu/uploads/whatisai.pdf
John Kotter's Change Model
1. Establish a sense of urgency2. Form a powerful guiding coalition3. Create a clear vision4. Communicate the vision5. Empower others to act on the vision6. Plan and create short-term wins7. Consolidate improvements and produce still more change
8. Institutionalise new approaches
INTELLIGENCE
"An intelligence is the ability to solve problems, or to create products, that are valued within one or more cultural settings” H. GARDNER
”I define it as your skill in achieving whatever it is you want to attain in your life within your sociocultural context” R. STERNBERG
“Intelligence, considered as a mental trait, is the capacity to make impulses focal at their early, unfinished stage of formation. Intelligence is therefore the capacity for abstraction, which is an inhibitory process THURSTONE
?
INTELLIGENCE
“The ability to acquire, develop, and apply a full range of intellectual skills, rather than relying on the inert intelligence that schools value.”
Dr. Robert SternbergSUCESSFUL
INTELLIGENCE
Assignments for Applying Triarchic Intelligence
Analytical Creative PracticalAnalyze Create Apply Critique Invent Use Judge Discover Put into
practice Compare Imagine if ... Implement /contrastEvaluate Suppose that ... Employ Assess Predict Render
practical
INTELLIGENCE AND CREATIVITY
INTELLIGENCE AND CREATIVITY
CREATIVITY
BRILLIANT
PERSONALLY CREATIVE
CREATIVE UNQUALIFIEDLY
M. CSÍKSZENTMIHÁLYI
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