Working organizational issues: The six modes of change MPA 8002 The Structure and Theory of Human...

Working organizational issues:Working organizational issues:The six modes of changeThe six modes of change

MPA 8002

The Structure and Theory of Human Organization

Richard M. Jacobs, OSA, Ph.D.

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)

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”

involves “working”...

problems issueas

resolutions as solution

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

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

The six modes of change: How to The six modes of change: How to “work” problematic situations...“work” problematic situations...

The analytic mode of change and The analytic mode of change and its directions...its directions...

design testTo put theoryTo put theory

and policyand policyinto actioninto action

To use dataTo use datato interpret ato interpret a

situationsituation

The analytic mode of change...The analytic mode of change...

is based on the observation of principles and facts

depends on the power of reasonutilizes theory and sensory information to

identify solutions, predict implications, and provide the basis for evaluation

The evaluative mode of change The evaluative mode of change and its directions...and its directions...

allocate

value

To designateTo designateand assignand assign

resources andresources andresponsibilitiesresponsibilities

To elicitTo elicitwhat matterswhat mattersin a situationin a situation

The evaluative mode of change...The evaluative mode of change...

is based on determining or assigning values

depends on exploration and shared involvement to develop a value consensus, resolve issues, and initiate actions

The emergent mode of change The emergent mode of change and its directions...and its directions...

facilitate evokeTo get othersTo get othersto value anto value an

ideaidea

To co-createTo co-createideas or ideas or

images thatimages thatreflect valuesreflect values

The emergent mode of change...The emergent mode of change...

is based on facilitating social interaction, creating or co-creating ideas or symbols and revaluing ideas

depends on creating and gaining acceptance for an idea or symbol to create new meaning, making possible alternative actions and outcomes, and transcending existing conflicts and limitations

The assertive mode of change The assertive mode of change and its directions...and its directions...

esta

blis

hin

spir

e

To developTo developpolicies thatpolicies that

express aexpress avisionvision

To mobilizeTo mobilizeenergyenergy

around aaround asymbol orsymbol or

belief systembelief system

The assertive mode of change...The assertive mode of change...

is based on personal authority, establishing truth, or interpreting existing systems of beliefs

depends on a charismatic leader or an agent of authority to separate the acceptable from the unacceptable, replace confusion with clarity, or establish rules of conduct that will eliminate problem behavior

The influential mode of change The influential mode of change and its directions...and its directions...

convert

persuade

To convertTo convertgroup to angroup to anestablishedestablished

truthtruth

To changeTo changepolicies topolicies toreflect areflect agroup’sgroup’svaluesvalues

The influential mode of change...The influential mode of change...

is based on the preferences people hold, by changing or establishing those preferences

depends on the interplay of values and principles to change moral and ethical positions and values

imposes truth by authority or establishes new rules of behavior from the value position of individuals

The inventive mode of change The inventive mode of change and its directions...and its directions...

real

ize

indu

ce

To put anTo put anidea intoidea intopracticepractice

To create anTo create anidea thatidea that

brings claritybrings clarityand meaningand meaningto a situationto a situation

The inventive mode of change...The inventive mode of change...

is based on the material world as people rearrange objects and ideas that are available but that have not been accessed

depends on making an idea tangible, creating new concepts to make something, moving, destroying, or transforming what is not a solution into something that is

In practice episodes, views of In practice episodes, views of reality reveal patterns of views...reality reveal patterns of views...

Typically, people exhibit several views of reality:

dominant

active focus

balanced

avoidant

…the important point is that a balanced view is optimal; the other views possess positive (to be emphasized) and negative attributes (to be avoided).

With regard to managing/leading With regard to managing/leading an organization...an organization...

Individuals who view reality through a single perspective tend not to be effective as leaders or as agents of change...…but, learning to use several frames

(Bolman & Deal, 1997) or images (Morgan, 1997) appears to enhance an individual’s ability to diagnose the complexities impacting the organizational reality.

However, managing/leading an organization successfully also involves a “style” (McWhinney, et al., 1997)...

…that is, an individual’s typical choice when utilizing one of the six modes of change (p. 42) to engage others in “working the problems” toward resolution.

The analytic mode of working The analytic mode of working problems...problems...

Leadership role and focus:

To exercise power in a logical way to achieve established goals

Organizingstyle:

Tasks arranged in a meritocratic hierarchy

PlanningStyle:

Explicit responsibilities, time, and resource assignments

Conflictmanagement:

Referee disputes, solve problems, and move forward

The evaluate mode of working The evaluate mode of working problems...problems...


To allocate and align resources properly to optimize outcomes

Organizingstyle:

Functionally responsive to the participants’ desires

PlanningStyle:

Optimization by equalizing the assignment of work and benefits over time

Conflictmanagement:

Negotiate with participants to identify win-win values and to inculturate them

The emergent mode of working The emergent mode of working problems...problems...


To co-create valued images using the participants’ energy and skills

Organizingstyle:

Functionally open and flexible as well as socially supportive

PlanningStyle:

Expansive, search-oriented efforts to seize advantages afforded by opportunities

Conflictmanagement:

Explore possible solutions by creatively reframing rather than solving problems

The assertive mode of working The assertive mode of working problems...problems...


To establish a mission authoritatively; to exhort loyalty to the leader and mission

Organizingstyle:

Charismatic and inspirational evolving toward a bureaucracy

PlanningStyle:

Autocratic, based on leader’s long-term vision

Conflictmanagement:

Establish a solution or creatively redefine issue

The influential mode of working The influential mode of working problems...problems...


To work politically to effect policies that enable the organization to attain its goals

Organizingstyle:

Patriarchal or oligarchic with an emphasis upon committees

PlanningStyle:

Protects the power-value status quo by maintaining or radically reforming the game

Conflictmanagement:

Mediate disputes to solidify the power base around established and valued positions

The inventive mode of working The inventive mode of working problems...problems...


To materialize one’s personal visions in the real world

Organizingstyle:

Charismatic and evolving toward a task hierarchy

PlanningStyle:

Highly flexible with a strong achievement drive

Conflictmanagement:

Destroy power base of opposition; stress group goal in order to subordinate dispute

Managerial/leadership effectiveness appears to depend at least partially upon the group within which the manager/leader is attempting to instigate change...…because group members possess

different views of reality that can facilitate or inhibit change.

Managing/leading an organization involves matching the appropriate style with the group member’s views of reality...…“The ultimate leader has access to all

leadership styles and has the wisdom to know when to employ each” (McWhinney et al., 1997, p. 44).

The interactions of leader and The interactions of leader and member realities...member realities...

Managerial/leadership reality

Te

am m

em

be

r’s

rea

lity unitary sensory social mythic

unitary

sensory

social

mythic

FOLLOWERFOLLOWER FOLLOWERFOLLOWER

COLLEAGUECOLLEAGUE

INDEPENDENTINDEPENDENT

TEAM MEMBERTEAM MEMBER

unconstructiveunconstructive unconstructiveunconstructive

acquiescentacquiescent unconstructiveunconstructive

reactivereactive unwilling unwilling followerfollower


involvedinvolved

useruser useruser learnerlearner

Particularly (pure) constructive Particularly (pure) constructive matches...matches...


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

FOLLOWERFOLLOWER This individual experiences certitude,

that is, unless other team members express

fear that the leader’s beliefs are heretical.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

FOLLOWERFOLLOWERThis individual strongly supports a charismatic

leader’s efforts but strongly opposes calls

for radical change.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

COLLEAGUECOLLEAGUE

This individual gives authority to the leader

based upon the leader’s expertise not the person

of the leader.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic


This individual is uncommitted, but will use any opportunities provided to advance

self-interest.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic INDEPENDENTINDEPENDENT

This individual uses organizational

resources to achieve personal self-interests. A mythic individual is

likely to respect a strong sensory leader.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

TEAM MEMBERTEAM MEMBER

This individual trusts the leader, cooperates

with the leader, and has good communication

with the leader.

Particularly (pure) unconstructive Particularly (pure) unconstructive matches...matches...


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

unconstructiveunconstructive

This individual has little respect for the leader, ignores and passively blocks most change

efforts.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic


This individual disrespects the leader

unless both share common values. This

individual is threatened by social values.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

acquiescentacquiescent

This individual accepts power and rules as long

as they work.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic


This individual has low regard for the leader, to the point of ignoring the

leader’s ideas and values.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

reactivereactive

This negative individual usually reacts to and counters leadership

efforts.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

unwilling unwilling followerfollower

This individual has low regard for the leader.

This individual oftentimes goes along

while attempting to educate the leader.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic

involvedinvolved

This individual opposes the leader, unless the

leader is strongly facilitative. In this

instance, this individual will strongly support the

leader.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic useruser

This individual uses the leader as a channel to

power or as a front for the individual’s self-interests.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic useruser

This individual uses the leader as a support

for one’s own development.


Te

am m

em

be

r’s

rea


unitary

sensory

social

mythic learnerlearner

This individual does not follow the leader

but, due to a love/hate relationship, learns

from the leader.

Managing/leading a team becomes increasingly difficult when team members have varied views of reality…increases the probability of conflict due to

the diversity of skills, curiosity levels, and personal openness to change

…people tend to stop learning if fear and interpersonal conflict decrease one’s trust and willingness to accept direction

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

The six modes of changeThe six modes of change by which managers/leaders “work 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.

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