Building Change Capability Slideshare.pptx
Download as PPTX, PDF2 likes101 views
The document discusses building organizational change capability through a series of talks aimed at crowd-sourcing knowledge from experienced individuals. It explores various methodologies, theories, and historical perspectives on organizational change, emphasizing the importance of understanding context, readiness, and the roles of individual and group dynamics in facilitating change. The text critiques traditional change models, highlighting the need for evidence-based practices and the integration of diverse approaches to enhance organizational performance.
Building Change Capability Slideshare.pptx
- 1. Building Capability for Organisational Change Join the conversation 7-9pm 7th September 2022 Presented by Alex Boulting The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change.
- 3. 3 Building Change Capability Talks
- 4. 4
- 6. 04 Methods Tools we use to collate knowledge e.g., survey, interviews 03 Methodology The lens/procedure we use to test our knowledge e.g., survey, case study, action research 02 Epistemology How we organise & collate our knowledge e.g., positivism or interpretivism 01 Ontology Ways in which we judge whether something is knowledge e.g., objective or subjective Whatever you believe, we need evidence Body Of Knowledge
- 7. 1 2 4 5 Context & Complexity Time & History Scholars & Practitioners Pacing & Readiness Scholars & Practitioners What patterns from past changes can we use to help understand current change? How can we get better at linking change to organisational performance? How do we know what worked in which context? How do the internal & external conditions, content of the change and timescales affect change success? Does the order affect the outcome? Where does change start & what is the organisation’s readiness? Is sustaining different from starting? Is change episodic or continuous? How should they work together to form a body of knowledge? How do we critically examine our practice? What we still need to get better at…? Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713. Improved Understanding of Organisational Change 3 Change & Performance
- 8. 10 Problems with N-step Change Models Mental Models Time to Change? Practice Lack Of Evidence Out Of Date Extraordinary Extrapolations Gloomy Vision Self Fulfilling Top Down Project Based Closed Episodic Linear 1 Context & Complexity
- 9. 9 ltiple Approaches to Organisational Change Subjective – feel time Objective – clock time Change happens to things (people) controlled by ‘variables’ People bring change into being (reality) through ‘events’ – the world is ‘becoming’ Van de Ven, A. H., & Poole, M. S. (2005). Alternative approaches for studying organizational change. Organization studies, 26(9), 1377-1404. 2 Time & History HOLISM REDUCTIONISM Change as interrelations between variables Change controlled by variables Change as lived experience Change brings things into being
- 10. 10 Helping organisations through change Unfreeze Unfreeze Refreeze Change Unfreeze Refreeze Change Change Refreeze Unfreeze Refreeze Change Change Unfreeze Unfreeze Refreeze Change Change Unfreeze Stop Motion Episodic Correlation Entities Boxes & Arrows N-Step Variance in Outcomes Reduction Outcomes Predictive from past LINEAR PARALLEL RECURSIVE CONJUNCTIVE Motion Pictures Fluid Contingent Action Entanglements Narrative Metaphor Poetics Whole Potentialities Generative from future WEAK ‘Process’ STRONG ‘Process’
- 11. Reductionism breaking a ‘system’ down into smaller component parts 11 Reductionism v Holism Holism the whole ‘system’ is different than the sum of its parts Complex systems Interactions amongst parts (Reductionism) makeup the behaviour of the whole (Holism) V “Reductionism is the often vilified "anti-complex systems" view of the world. The concept of a system is itself based upon a limited form of reductionism that distinguishes the system from its environment, and the parts of a system from each other. The key difference is that the non-reductionist approach considers the relationships among them.” Yaneer Bar-Yam 2011
- 12. Mechanics of Complex Systems Free Energy Entropy Free Energy Bayesian Updating Active Inference Markov Blankets
- 13. Is this a Valid Construct…? COHERENCE Definition + Scope + Relationship = Coherence and CONSTRUCT VALIDITY. How can we claim to have a body of knowledge if we don’t have valid constructs? RELATIONSHIP No construct is an island so where is the body of knowledge that underpins Kotter & ADKAR when they have no (or few) references in their books. SCOPE Space = Kubler Ross extrapolation from grief counselling to Organisational Change, Time = Kotter’s 19thC model applied to 20thC problems and Values Judgements = “brains hate change” extrapolation from Neuroscience DEFINITION Precise distinctions from other concepts. Change Management = “people side of change” – a circular tautology or clear definition? Suddaby, R. 2010. Construct clarity in theories of management and organization. Academy of Management Review, 35: 346-357. Construct = an abstract categorisation of observations - exist in our brain only ;) This is not a pipe 3 Change & Performance
- 14. ORGANISATIONAL CHANGE ‘defining and adopting corporate strategies, structures, procedures and technologies to handle changes in external conditions and the business environment.’ SHRM “ ‘the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome’ PROSCI CHANGE MANAGEMENT ORGANISATIONAL DEVELOPMENT ‘a planned and systematic approach to enabling sustained organisational performance through the involvement of its people’ CIPD 2020 The practice of adapting human capability to meet internal & external ambitions STRATEGIC HR MANAGEMENT The choice, alignment, and integration of an organisation’s HRM system so that its human capital resources most effectively contribute to strategic business objectives.’ Kaufman (2015: 404) IES 2019 DEFINITION : Spot the difference?
- 15. ORGANISATIONAL FLEXIBILITY ‘a combination of a repertoire of organizational and managerial capabilities that allow organizations to adapt quickly under environmental shifts’ (Hatum and Pettigrew 2004, p. 239). “ ‘‘the regulation and/or insulation of organizational processes, functions, entities, or individuals from the effects of environmental uncertainty or scarcity.” (Lynn 2005, p. 38) ORGANISATIONAL BUFFERING ORGANISATIONAL CHANGE CAPABILITY ‘a combination of managerial and organizational capabilities that allows an enterprise to adapt more quickly and effectively than its competitors to changing situations’ (Judge and Douglas 2009, p. 635). The practice of continually adapting human capability to meet an organisation’s internal & external ambitions ORGANISATIONAL CAPACITY ‘the capacity of an organization to respond to changing external environment’ (Staber and Sydow) 2002). DEFINITION : Spot the difference?
- 16. People Readiness As a shared team property--that is, a shared psychological state (rather than structural) in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so 16 Readiness Ambiguity Structural Readiness Structure & Resources – policies, procedures, platforms CAPACITY Change Capability The practice of adapting human capability to meet internal & external ambitions V A theory of organizational readiness for change Bryan J Weiner 4 Pacing & Readiness
- 17. 17 Culture Traits Strengths Models “ these tools have been shown to be correlated with some organizational outcomes and predict aspects of organizational behavior, but we don’t know what exactly they measure” Rapid Evidence Assessment of the research literature on the link between organizational culture and performance CEBM OCA I DOCS
- 19. 19 1950s 1960s 1980s 1970s 1990s 2000s 2010s 2020s 1940s From Kurt Lewin (1943) to Paul Lawrence (1958) change and organisational development is conceived as a set of causal relationships within a ‘social system’ built on scientific constructs. Allport (1937) ‘functional autonomy’ & Maslow’s (1943) ‘general dynamic theory’ integrate psychological & physiological approaches to human motivation. White 1959 uses the words ‘competence & efficacy’ to describe the human need to ‘‘learn to interact effectively with his environment’ Lewin (1947) mentions “unfreezing, change of level, and freezing on the new level” (UCF) ‘theory’. Lewin believes that force is needed to “break the habit” (unfreeze), change, Freeze change management (UCF) & restraining forces although he views people not being either entirely fluid or rigid. Coch & French (1948) – use the phrase ‘overcoming resistance to change’ Lewin’s UCF is extrapolated by Lippit et al (1958) to 7 stages who cites Lewin’s ‘three phase model’ & creates the term ‘change agents’ Schien (1961) uses Lewins ‘3-phase’ model in his model for culture change but doesn’t mention Lippit until Schein & Bennis 1965 who popularize T-Groups.. Kübler-Ross publishes her stages of grief theory (1969) based on collection of case studies taken from conversations with dying patients 1962 Maslow founds the Humanistic Psychology movement which soon becomes ‘pop’ movement 1979 Robbins’ Organizational Behavior published with no mention of Lewin’s UCF Forrester (1961) - publishes Industrial Dynamics which views organisations as complex systems. Burns & Stalker (1961) – find that less structured organisations can better adapt to dynamic environments 1965 Emery & Trist view organisations as ‘open systems’ responding to ‘environmental textures’ Katz & Kahn (1966) develop an ‘open- system theory’ of organisations. Current robust OD constructs emerge such as Dansereau’s (1973) – Leader Member Exchange, Bandura 1977 – Self- Efficacy & Gouldner, 1960 (Reciprocity) Social Exchange Theory ‘Pop’ psychology’ n-stage organisational change ‘arms race’ as 11 models in 11 years extrapolated from ‘Lewin’s’ UCR model Conner & Kotter embed ‘Sense of Urgency & Resistance Myths’. Methods fail to reference research & based mainly on personal experiences & case studies. Peters & Waterman (1982) publish In Search of Excellence Brief history of organisational change & development Birth of organisational change Birth of organisational change Explosion of management fads Meta Analysis & Myth Busting Scientific Approach to OD Systems Approach to OD Explosion of OD constructs Myth Development & Embedding OD constructs consolidated into more general theories such as Ryan & Deci (1985) Self Determination Theory, Theory of Planned Behaviour Lock & Latham (1988) Goal Setting while new theories emerge such as Kahn (1990) Psychological Safety & Employee Engagement, Weick’s (1995) Organisational Sensemaking help to build the foundations of modern OD thinking. Meta analysis techniques help to create robust OD constructs such as Self-Efficacy (Stajkovic & Luthans-1998), Organisational Justice (Colquitt et al 2013) Trust in Leadership (Dirks & Ferrin - 2002), Psychological Safety (Frazier et al 2017) Academics start to question the foundations of traditional organisational change models e.g., Hughes (2015) critiques Kotter & Cummings et al (2015) questions the Lewin’s UCF theory. BCG stress importance of evidence CIPD embrace evidence- based management (EBM) & produce ‘evidence reviews’ 2008 SCARF model loosely based on neuroscience leads to ‘brains hate change’ & other ‘neuro’ myths Lueke 2003 further embeds Kubler Ross myth & other ‘n-stage methods. Mcgregor’s (1957) X-Y theory ‘operationalises’ Maslow’s theory DiClemente and Prochaska (1982) – integrative model of behavioural change Birk & Letwin (1992) integrate OD theories into their causal model of organisational performance & change Hiatt (2006) ADKAR 5 step model uses outdated theory and case studies Stouten et al integrate organisational change methods with academic OD theories CMI Handbook (2015) integrates CM methods but also embeds myths such as MBTI, Learning Styles, Kubler-Ross, Amygdala Hijack, Maslow’s Hierarchy etc. 5 Scholars & Practitioners
- 21. HOW… 3 21 To disentangle organisational change
- 22. THE DRIVE TO FIT IN Rigidity Integration Interdependence Framework Belonging WIIFUS Planned Inclusion Hierarchical Mechanistic THE DRIVE TO STAND OUT Fluidity Differentiation Self – Interest Freedom Uniqueness WIIFM Emergent Diversity Self-organizing Organic Paradox 1 – Autonomy v Structure
- 23. Building an Inclusive Culture Differentiation Exclusion Assimilation Individual is not treated as an organisational insider in the work group, but their unique characteristics are seen as valuable and required for group/organisational success Individual is not treated as an organisational insider with unique value in the work group but there are other employees or groups who are insiders Individual is treated as an insider in the work group when the conform to the organisational/dominant culture norms and downplay uniqueness UNIQENESS – Drive to stand out BELONGING - Drive to fit in (Cohesion) Shore, Lynn & Randel, Amy & Chung, Beth & Dean, Michelle & Ehrhart, Karen & Singh, Gangaram. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of Management. Inclusive cultures are those where uniqueness and belonging come together When an individual’s unique characteristics are accepted into a group it improves performance while creating a sense of belonging These feelings of psychological safety where people feel safe taking interpersonal risks are critical to building inclusive cultures (Separation) Inclusion Individual is treated as an insider and allowed/encouraged to retain uniqueness within the work group .
- 24. External Transactional Behavioural Reacting Objective Knowing Internal Relational Cognitive Envisioning Subjective Imagining Paradox 2 – Being v Doing THE DRIVE TO REFLECT THE DRIVE TO PERFORM
- 25. Free Energy FREE ENERGY = Divergence –Evidence Discrepancy between our model & the world = prediction error PERCEPTION – change beliefs to minimise divergence ACTION – change observations to maximise evidence CHANGE YOUR MIND CHANGE YOUR WORLD PREDICTION OBSERVATION BEING – Sensory States DOING – Active States
- 26. Markov (Comfort) Blanket External Environment Each level seeks evidence for its own existence hence becomes a model of its environment through sensing & acting. Errors in predictions between the model & sensory information cause surprise. Surprise uses free-energy for correction. Markov Blankets create boundaries between levels which create a coherent whole (belonging) while preserving individual autonomy/uniqueness. Each level is self sustaining but ‘nested’ in one another Sensing Acting Sensing Acting Sensing Acting Individual Group Organisation
- 28. 28 Transcend Dualisms => Dualities
- 29. 29 Beliefs V Behaviours LINEAR RECURSIVE Bayesian Updating
- 30. ‘IT/ME’ Knowledge Skills Attitude Behaviour ‘ITS/US’ Policy/Processes Systems Org Design Org Strategy ‘WE’ Culture Relationships Language Stories ‘I’ Beliefs Values Self-awareness Mindset EQ Subjective Intersubjective Interobjective Objective Ken Wilber's AQAL Model
- 31. 31 Similar uses of the Framework Lips‐Wiersma, M. (2002). The influence of spiritual “meaning‐making” on career behavior. Journal of Management Development. Paul Gibbons ‘The Science of Organisational Change’
- 32. The Burke-Litwin Change Model Feedback Feedback External Environment Leadership Management Practices Work Unit Climate Motivation Ind. & Org. Performance Mission and Strategy Organizational Culture Structure Systems ( Policy & Procedure ) Individual Skills & Tasks Individual Needs & Values Subjective Intersubjective Interobjective Objective
- 33. 33 OCCA Introduction UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective
- 34. 34 OCCA Introduction UNIQUENESS Drive to flourish DOING External Perspective BELONGING– Drive to belong BEING Internal Perspective Behaviour is manifested as a decision to act which clearly impacts change momentum & direction. Connects individual intentions, beliefs, emotions & assumptions to action What I Do & How I Do It Habitualised behaviours have a high symbolic impact on change through organisational structures, processes & systems. Connects individual behaviours to an organisation’s purpose. What We Do & How We Do It Social context interprets beliefs & behaviours in relation to others creating wide cultural meaning of change. Connects individual’s identity to organisational culture. Why We Do & What We Experience Cognitive contemplation of how deep the individual’s commitment to change is. Connects to an individual's intentions, beliefs, emotions & assumptions Why I Do & What I Experience
- 35. Creating Meaning within Change Individual Identity Organisational Identity Reflecting on behaviour Expressing identity ‘I’ ‘WE’ Habits embed culture Cultural understanding ‘ME’ ‘US’ BELONGING– Drive to belong AUTONOMY STRUCTURE UNIQUENESS Drive to flourish
- 36. Individual Identity Organisational Identity Reflecting on behaviour Expressing identity ‘I’ ‘ME’ Habits embed culture Cultural understanding ‘WE’ ‘US’ DOING – External Perspective BEING BELIEF(S) BEHAVIOUR(S) Internal State Creating Identity within Change External State
- 38. WHAT – belief in one’s capabilities to deal with the change WHY – Underpins the most robust theory of behavioural change (Theory of Planned Behaviour). Bootstrapping our beliefs about what we are capable of is critical to behavioural change. HOW – Storytelling wins, role & goal clarification, feedforward and reflection, increase perceived control, explaining the procedure of change. WHAT – degree to which people believe their behaviour determines outcomes WHY – having a sense of control alleviates the inevitable uncertainty associated with OCM initiatives HOW – Clarity of vision & how people’s work aligns to it, participate in decision making, current levels of job satisfaction, reflect on examples of high performance WHAT – attitude towards change and uncertainty WHY – people are more likely accept change as they have a proactive personality if they see it as an opportunity to grow and is beneficial for the business HOW – Clear business case for change that explains why the change is better than alternatives & how uncertainty will be mitigated WHAT - dynamic ability to temporarily change reactions and perceptions (beliefs) to meet the situational demands of life (Oshio et al 2018) WHY – people will persevere, be self-reliant & equanimous during change making them more adaptive and able to change their beliefs & skills – ability to ‘redbound’ after a set back (adversity) HOW – resilience training , through positive relationships & support I can do this I can make things happen I believe in this change I will persevere regardless Autonomy Efficacy Attitude Resilience UNIQUENESS Drive to flourish BELONGING– Drive to belong DOING – External Perspective BEING – Internal Perspective
- 39. WHAT – setting challenging & specific goals aligned to the change vision & individual aspirations WHY - increases challenge seeking, persistence, performance & self-esteem HOW – Focus on ability development goals (learning/mastery goals) rather than ability demonstration goals (performance goals) WHAT – enriching jobs to motivate & grow employees WHY – allowing people to self-craft tasks creates feeling of tasks significance, better job fit, better work flows & greater levels of creativity – job clarity HOW - People tend to need help and support with how to think differently about their tasks and job. Often, some coaching support and help are particularly useful here. WHAT – a psychological contract where people are held to account for their decisions and actions WHY – improves quality of decision making, increased goal attainment, align expectations, increased proactive behavior. HOW – conversations that help people to anticipate, plan, and act in alignment to their goals WHAT – a generative dialogue that leaves people wanting to achieve more WHY – engenders trust between manager & team also creates sense-making of the change HOW – future focused (feed forward) positive, constructive, unconditional feedback focussing on effort and building competency My direction & expectations are clear My job keeps me interested My colleagues & organisation are depending on me My feedback keeps me motivated Goal Directed Job Design Accountability Dialogue UNIQUENESS Drive to flourish BELONGING– Drive to belong DOING – External Perspective BEING – Internal Perspective
- 40. WHAT – describes what the change will do for others WHY - shared purpose has the highest impact group performance & positively impacts change implementation HOW – create ambitious, concrete, action-orientated & inspiring goals that are continually discussed & aligned to individual tasks WHAT – performance management is a strategically aligned integrated process used to set objectives, improve performance & hold people to account WHY – used to measure the success of change initiatives and ensure they are aligned to business strategies e.g. HR HOW – Implement it holistically using a fair, realistic, understandable bottom-up & top-down process WHAT – an ongoing process of reflection and action to align knowledge, skills & beliefs to the change WHY – help people cognitively & behaviourally to commit and adapt to the change & create a dynamically capable organisation HOW – generative dialogue, create psychological safety, goal setting, Purpose Performance WHAT – the ability to get people feeling comfortable putting their fate in your hands WHY – people who trust leaders and are less likely to quit, believe their communication & commit to change HOW – Involve people in decision making, give them support, follow a fair process & be fair in resource allocation Leadership Development Our direction is clear Our performance systems support the change Our development systems support change Our leaders are trustworthy & transformational UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective
- 41. WHAT – how threatening or rewarding it is to take interpersonal risks at work WHY – psychological safety is experienced at group level & is strongly linked to group learning e.g. discussing mistakes HOW – Role clarity, supervisory support WHAT – distributive, procedural, informational & interpersonal justice are all important during change WHY – Fairness beliefs engender change acceptance & commitment & increases self-efficacy & trust HOW – ensure change outcomes & process are fair. Explanations are provided for the change & people are treated with dignity & respect. WHAT – belief that the organisation supports individual wellbeing during change WHY – Support key to behavioural change theories e.g., TPB & COM-B HOW – Leadership, fairness, HR practices, job quality & psychological safety help to create perceived support WHAT – mutual generative interactions that facilitate ‘sensemaking’ WHY – People with strong connections are better equipped to endorse & adapt to change HOW – intrateam trust, psychological safety, team cohesion & identification, clear goals, information sharing We can be ourselves We will be treated fairly We will support each other We will have positive relationship Relationships Safety Support Fairness UNIQUENESS Drive to flourish BELONGING– Drive to belong DOING – External Perspective BEING – Internal Perspective
- 42. HOW… 3 42 It works in practice
- 43. 43 COMPLEX SYSTEMS… CAN BE SIMPLIFIED HOW IT WORKS - ONCE WE KNOW THE TARGET CULTURE
- 44. 44 Diagnosing Relationships COMPLEX SYSTEMS… CAN BE SIMPLIFIED
- 45. 45 Wellbeing ‘System’ UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective Employee Wellbeing
- 46. 46 Motivation ‘System’ UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective
- 47. 47 MODEL FOR BUILDING TRUST TRUST = Consideratio n & Structure Psychological Contract Breach Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of applied psychology, 87(4), 611. Trust In Leadership.pptx
- 48. Individual Level - Individual Change Readiness - Motivating Change - Organisational Fairness Perceptions - Organisational Identification Group Level - High Quality Connections - Emergent Local Changes - Supervisory Support - Shared Goals & Beliefs Organisation Level - Leadership Competency - Trust In Leaders - Nature of the Change - Organisational Change Readiness BEST AVAILABLE EVIDENCE 1. Understand Get The Facts On The Nature of the Problem 2. Understand Assess & Address Readiness for Change 3. Develop & Communicate a Compelling Vision 4. Develop Effective Change Leadership 5. Implement : Evidence-Based Change Interventions 6. Support : Work with Social Networks and Tap Their Influence 7. Support : Use Enabling Practices to Support Implementation 8. Realise : Promote Micro-Processes and Experimentation 9. Realise : Change Progress and Outcomes over Time 10. Institutionalize the Change to Sustain Its Effectiveness INTEGRATED EVIDENCE BASED ORGANIZATIONAL CHANGE PRINCIPLES Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788. ten Have, S., ten Have, W., Huijsmans, A. B., & Otto, M. (2016). Reconsidering change management: Applying evidence-based insights in change management practice. Routledge. Integrated Organisational Change Model 48 2 Kanter, Stein, and Jick’s Ten Commandments POPULAR ORGANISATIONAL CHANGE MODELS 1 1 Except for Kotter’s 8 Steps none of these models have been empirically tested 3 Appreciative Inquiry
- 49. 49 How do we help individuals move through change? Precontemplation I won’t or I can’t Contemplation I might Preparation I will Action I am Maintenance I still am Individual Change Process • Honouring • Experimenting • Appreciating • Recognising • Empathy • Acceptance • Reframing • Sharing • Reflecting • Enquiry • Affirmation • Listening From BEING to DOING
- 50. Precontemplation I won’t or I can’t Contemplation I might Preparation I will Action I am Realise ‘small wins’ to build belief Embed and habitualise change behaviours Understand the need & readiness for change Develop compelling vision & leadership capability Implement evidence-based interventions Support enabling practices & structures Maintenance I still am Individual Change Process Organisational Change Process PULSE PULSE PULSE PULSE Creating high performing cultures Operational level Strategic level Process Variance
- 51. Principles of OCCA Robust capabilities create the building blocks for emergent change Create contextual conversations about which OD constructs need dialing up/down when & where Use other disciplines to think differently e.g. neuroscience, complexity systems etc Create a culture ‘pulse’ keep people top of mind and on the top table Avoid defining what is culture/change but under what conditions people are most likely to thrive Bridging the gap between research & practice – create experimental learning cultures
- 52. 52
- 53. AND ... Thank you! from Alex Boulting Owner | ebbnflow +44 7562570000 alex@ebbnflow.co.u k www.ebbnflow.co.u k Stay tuned and check our newest videos on YouTube:
- 54. Internal Cohesion Seven Levels of Sustainability, Richard Barrett (1998) 7 6 5 4 3 2 1 Organizational Motivations Human Motivations Service Making a difference Self-Esteem Relationship Survival Transformation Societal Sustainability Community Sustainability Cultural Sustainability Organizational Sustainability Social Sustainability Financial Sustainability Structural Sustainability
- 55. Schein's Culture Framework Placeholder Placeholder Artifacts & Behaviour Norms & Values Basic Assumptions What we see What they say What they may not realise
- 56. The Burke-Litwin Change Model Feedback Feedback External Environment Leadership Management Practices Work Unit Climate Motivation Ind. & Org. Performance Mission and Strategy Organizational Culture Structure Systems ( Policy & Procedure ) Individual Skills & Tasks Individual Needs & Values
- 57. 57 Hatch’s Cultural Dynamics Model Values Artifacts Symbols Assumptions SUBJECTIVE ACTIVITY Identity OBJECTIVE ACTIVITY Action OBJECTIVE REFLEXIVITY Image SUBJECTIVE REFLEXIVITY Meaning REFLEXIVITY ACTIVITY DIALOGUE
- 58. SCIENCE Logic Evidence-Based Objective Continuity Numbers Bias Slow Effortful Serial Rule Governed Flexible-learning Theory Tester Reductionism Aristotle System 2 Intuition Experience-Based Subjective Novelty Authority Bias Fast Effortless Parallel Associative Slow-learning Theory Builder Holism Plato System 1 ART Kahneman, D. (2002). Maps of bounded rationality: A perspective on intuitive judgment and choice. Nobel prize lecture, 8, 351-401.
- 59. Complexity & Organisational Change Characteristic 5: Spontaneity & Self Order Dynamically Organised (Variable Relationships) Forced Organised (Invariant Relationships) More Structure More Agency Purpose Co-operation Employee Voice Employee Commitment Social Exchange Organisational Justice
- 60. Employee Engagement A Work Motivation C Employee’s sense of belonging to the organisation Organisational Identification B Organisational Commitment Wietrak, E., Rousseau, D. and Barends, E. (2021) Work motivation, Organisational Identification & Organisational Commitment : an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development. Goal Setting Feedback Person- Organisational Fit Organisational Prestige A+B+C Employee Engagement Recognition Rewards Meaning Empowerment Social Support Psychological Safety Task & Skill Variety Energy levels within the organisation. Employee emotional attachment to the organisation Employee energy to do work & attain a goal Role Clarity