William Pasmore Professor of Practice Dept. of Organization & Leadership Teachers College Columbia University [email protected]
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William PasmoreProfessor of PracticeDept. of Organization & LeadershipTeachers CollegeColumbia [email protected]
Overview
• Introduction• Current state of affairs in the practice of
change / OD• New trends• Where we must go from here
Sim
ple
Com
plex
Discretionary Critical
For many, change is becoming more complex and critical, and failure is not an option.
Three things that matter about change:
• Immediate success• Sustaining impact• Building continuous change capabilities
(organizational agility)
The Current State of Affairs:
Only one-third of change efforts are very successful or extremely successful.
Source: McKinsey & Company study of 3,915 change efforts in global companies
Source: McKinsey & Company study of 3,915 change efforts in global companies
Chances are 1 in 20 that acritical change effort will be
extremely successful.
Source: McKinsey & Company study of 3,915 change efforts in global companies
Chances are 2 to 1 that a change effort will be (at best)
somewhat successful or not successful at all.
:
We are already failingtoo often, and it’s
not getting any easier.
Which raises the question: Are we using the wrong approach
or is it us?
A rich historyof thought and practice…
Maslow (1954) Hierarchy of Needs
Argyris (1957) Organizations stunt individual growth
Mann (1957) Survey feedback
McGregor (1960) Theory X & Y
CWRU (1960) Herb Shephard, Ph.D.
NTL
Likert (1961) New patterns of management
Bion (1961) Basic assumptions
Benne, Chin, Bennis (1961) Planned change
Rogers (1961) Unconditional positive regard
Trist et al(1963) Organizational Choice
Erikson (1963) Adult development
Gibb (1964) T-groups
Bennis & Slater (1964) Democracy is inevitable
Bennis (1966) Bureaucracy can’t cope with change
Katz & Kahn (1966) Systems theory
Chin & Benne (1969) Normative-re- educative
Beckhard (1969) Organization development
Rice (1969) Tavistock group process
Blake & Mouton (1969) Grid OD
Schein (1969) Process consultation
OD in the 60s
Kotter Change Model
Step 1: Establishing a Sense of Urgency
Step 2: Creating the Guiding Coalition
Step 3: Developing a Vision and Strategy
Step 4: Communicating the Change Vision
Step 5: Empowering Broad-based Action
Step 6: Generating Short-term Wins
Step 7: Consolidating Gains and Producing More Change
Step 8: Anchoring New Approaches in the Culture
Leading Change
GE Change Acceleration Process
Creating a Shared Need
Mobilizing Commitment
Developing a Vision
Communicating Change
Aligning the Infastructure
Sustaining Momentum
Planning and Executing Change
‘As Is’
‘To Be’
Change MGT
Informal Organization
Nadler – Tushman Congruence Model
OutputInput
Environment
Resources
History
Strategy
System
Unit
Individual
People
Work Formal Organization
Burke – Litwin Model
External Environment
Leadership
Management Practices
Work Unit Climate
Motivation
Individual and Organizational Performance
Mission and Strategy
Structure
Task Requirements and Individual Skills/Abilities
Organization Culture
Systems (Policies and Procedures)
Individual Needs and Values
Kondratieff 50 Year cycle
It’s About Time
What’s wrong withour current approach?
1. Adequacy, acceptability, context
2. Change management versus change leadership
3. Lack of empowered collaboration
Adequacy, Acceptability and Context
Combining Change Leadership & Change Management
Inside – OutChange Leadership
Outside – InChange Management
Change Management Versus Change Leadership
Change Management Change LeadershipA project plan. . . . . . . . . . . . . A project reason
Prioritize strategic needs . . . . . Reality of support for change
Form initiative teams . . . . . . . Empowerment for action
Intervention method. . . . . . . . . Adequacy and acceptability
Engage stakeholders . . . . . . . Aligning stakeholder support
Process facilitation . . . . . . . . . . Power and politics
Execution . . . . . . . . . . . . . . . . . Learning from action
Focused effort. . . . . . . . . . . . Spontaneous redirection
Create sustainability . . . . . . . . Organizational agility
Led from the top . . . . . . . . . . Interdependent leadership
Creating More Empowered Collaboration
• Enhancing skills at collaboration in teams and across boundaries
• Leveraging the energy in social networks
• Relocating accountability for action and results
• Changing the way leaders lead
New Trends in Change
ROCD: The Last Twenty + Years of Research & Theory
Recent Work Here at TCLearning Agility (Burke)
Organizational Networks (Westaby)
Leadership Strategy (Pasmore)
Large group interventions (Shmulyian, Bateman, Philpot and Gulri)
Executive coaching (Noumair)
Action Learning (Marsick)
Conflict resolution (Coleman)
Adult development (Knefelkamp)
Group Dynamics (Brazaitis)
Diversity (Perry, Roberson, Block)
Seligman, Dutton, Dweck, Fredrickson Positive psychology
Ernst Boundary spanning
Marshak, Bushe, Cox Discourse and dialogic OD
Axelrod, Owen, Brown, Bunker New technologies for collaboration
Worley, Lawler Built to change organizations
Ludema Values driven leadership
Cooperrider Appreciative inquiry, business a an agent of world betterment
Bartunek Emergent change
Tobey Neurosciences and OD
Ford Resistance to change
Coghlan, Shani, Mohrman, Flemming Collaborative research
???
OD in the 10s
If it’s not the instruction manual…
It’s us.
There are approximately 140 million leaders in the world, and change is easy if you’re working with the
Top 1%.
The Most Common Mistakes for Leaders and Advisors
Leaders… Advisors…
Waiting too long,never getting started — ignoring the context
Waiting for direction,never getting started —ignoring the context
The Most Common Mistakes for Leaders and Advisors
Leaders… Advisors…
Doing too little —wrong change target
Not pushing back —wrong change target
The Most Common Mistakes for Leaders and Advisors
Leaders… Advisors…
Keeping stakeholders out instead of engaging them – pretending the context doesn’t exist
Doing what’s easy vs. what’s necessary to change the system – pretending the context doesn’t exist
The Most Common Mistakes for Leaders and Advisors
Leaders… Advisors…
Paying more attention to adequacy than acceptability
(outside-in vs. inside-out)
Paying more attention to acceptability than adequacy
(inside-out vs. outside-in)
What to do if your leader isn’t a winner
What to do if you aren’t a winner
Come to TC!
(Or at least be a life-long learner)
PPODXMAMAPh.D.Exchange
*****
In conclusion…
Change work needs to be more systemic, dynamic and balanced between adequacy and acceptability and more in tune with the context within which it is ocurring
In conclusion…
Our approaches must enable more powerful real-time learning and empowered collaboration.
In conclusion…
Leaders and their advisors share the responsibility for changing change management.
In conclusion…
Even complex, critical change is easier if your leader is in the Top 1%.
In conclusion…
If your leader isn’t a winner, of course you have to try to make them one — but don’t be surprised if you lose.
In conclusion…
You have a better chance of success as an advisor if you are in the Top 1% as well.
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