Course: Organizational Change Week 8 Discussion Let’s Process: What have you learned in this course that will be most helpful to you as a leader of an organizational change? Feel free to jog your

Course: Organizational Change

Week 8 Discussion

Let’s Process: What have you learned in this course that will be most helpful to you as a leader of an organizational change?  Feel free to jog your memory by scanning over the Table of Contents for your textbook.(Chapter 1-8)

textbook:

Title: Organization Development and Change, 11th editionAuthors: Cummings and Worley Publisher: Cengage PublishingISBN: 9781337734707

In your Subsequent Posts, respond thoughtfully to the posts of at least two other students.

Back up all opinions with the readings and outside research in academic journals at the KU online library.

• 250 word minimum for initial post
• Include at least two references
• Respond to  two learner's initial post.

KU online library:  https://keiseruniversity.libguides.com/home/home?preview=afb5d66ab3b853fa361847ea7dfda322

CHAPTER 1 General Introduction to Organization Development 1

1-1 Organization Development Defined 1

1-2 The Growth and Relevance of Organization Development 4

1-3 A Short History of Organization Development 6

1-3a Laboratory Training Background 6

1-3b Action Research and Survey-Feedback Background 8

1-3c Normative Background 9

1-3d Productivity and Quality-of-Work-Life Background 11

1-3e Strategic Change Background 12

1-4 Evolution in Organization Development 13

1-5 Overview of the Book 14

Summary 16

Notes 17

CHAPTER 2 The Nature of Planned Change 21

2-1 Theories of Planned Change 21

2-1a Three-Step Change Model 22

2-1b Action Research Model 23

2-1c The Positive Model 26

2-1d The Continuous Change Model 27

2-1e Comparisons of Change Models 28

2-2 General Model of Planned Change 29

2-2a Entering and Contracting 29

2-2b Diagnosing 29

2-2c Planning and Implementing Change 30

2-2d Evaluating and Reinforcing Change 30

Application 2.1 Planned Change at Surgical Care Affiliates 31

2-3 Different Types of Planned Change 33

2-3a Magnitude of Change 33

2-3b Degree of Organization 34

2-3c Domestic versus International Settings 35

2-4 Critique of Planned Change 36

2-4a Conceptualization of Planned Change 36

2-4b Practice of Planned Change 37

Summary 38

Notes 39

CHAPTER 3 The Organization Development Practitioner 43

3-1 Who Is the Organization Development Practitioner? 44

3-2 Competencies of an Effective Organization Development Practitioner 45

3-2a Intrapersonal Skills or “Self-Management” Competence 46

3-2b Interpersonal Skills 49

3-2c General Consultation Skills 49

3-2d Organization Development Theory 50

3-3 The Professional Organization Development Practitioner 50

3-3a Role of Organization Development Professional Positions 50

Application 3.1 Personal Views of the Internal and  

External Consulting Positions 53

3-3b Careers of Organization Development Professionals 56

3-4 Professional Values 57

3-5 Professional Ethics 59

3-5a Ethical Guidelines 59

3-5b Ethical Dilemmas 59

Application 3.2 Kindred Todd and the Ethics of OD 62

Summary 64

Notes 64

Appendix 6

CHAPTER 4 Entering and Contracting 71

4-1 Entering into an OD Relationship 72

4-1a Clarifying the Organizational Issue 72

4-1b Determining the Relevant Client 73

4-1c Selecting an OD Practitioner 74

4-2 Developing a Contract 75

Application 4.1 Entering Euro-Pharma 76

4-2a Mutual Expectations 77

4-2b Time and Resources 77

4-2c Ground Rules 78

4-3 Interpersonal Process Issues in Entering and Contracting 78

Application 4.2 Contracting with Euro-Pharma 79

Summary 82

Notes 82

CHAPTER 5 Diagnosing 83

5-1 What Is Diagnosis? 84

5-2 The Need for Diagnostic Models 85

5-3 Open-Systems Model 85

5-3a Organizations as Open Systems 86

5-3b Diagnosing Organizational Systems 88

5-4 Organization-Level Diagnosis 89

5-4a Inputs 90

5-4b Design Components 9

5-4c Outputs 93

5-4d Alignment 93

5-4e Analysis 94

Application 5.1 Steinway & Sons 95

5-5 Group-Level Diagnosis 100

5-5a Inputs 100

5-5b Design Components 100

5-5c Outputs 101

5-5d Alignment 101

5-5e Analysis 102

Application 5.2 Top-Management Team at MOT, Inc. 103

5-6 Individual-Level Diagnosis 105

5-6a Inputs 105

5-6b Design Components 106

5-6c Outputs 107

5-6d Alignment 107

5-6e Analysis 108

Application 5.3 Job Design at NEOMA Business School 109

Summary 111

Notes 111

CHAPTER 6 Collecting, Analyzing, and Feeding Back Diagnostic Information 115

6-1 The Diagnostic Relationship 115

6-2 Collecting Data 118

6-2a Questionnaires 119

6-2b Interviews 119

6-2c Observations 121

6-2d Unobtrusive Measures 121

6-3 Sampling 122

6-4 Analyzing Data 123

6-4a Qualitative Tools 124

6-4b Quantitative Tools 125

Application 6.1 Collecting and Analyzing Diagnostic Data at Enedis 126

6-5 Feeding Back Data 129

6-5a Content of Feedback 130

6-5b Process of Feedback 131

6-6 Survey Feedback 132

6-6a What Are the Steps? 133

6-6b Survey Feedback and Organizational Dependencies 134

Application 6.2 Survey Feedback and Planned Change at Cambia Health  

Solutions 134

6-6c Limitations of Survey Feedback 138

6-6d Results of Survey Feedback 138

Summary 139

Notes 139

CHAPTER 7 Designing Interventions 143

7-1 Overview of Interventions 143

7-1a Human Process Interventions 143

7-1b Technostructural Interventions 145

7-1c Human Resources Management Interventions 146

7-1d Strategic Change Interventions 147

7-2 What Are Effective Interventions? 148

7-3 How to Design Effective Interventions? 149

7-3a Contingencies Related to the Change Situation 150

7-3b Contingencies Related to the Target of Change 156

Summary 160

Notes 160

CHAPTER 8 Managing Change 163

8-1 Overview of Change Activities 163

8-2 Motivating Change 165

8-2a Creating Readiness for Change 165

8-2b Lowering Resistance to Change 167

8-3 Creating a Vision 168

Application 8.1 Motivating Change in the Sexual Violence Prevention Unit  

of Minnesota’s Health Department 169

8-3a Describing the Core Ideology 170

8-3b Constructing the Envisioned Future 171

8-4 Developing Political Support 172

Application 8.2 Revitalizing the Mission of Microsoft 173

8-4a Assessing Change Agent Power 175

8-4b Identifying Key Stakeholders 176

8-4c Influencing Stakeholders 176

8-5 Managing the Transition 177

8-5a Activity Planning 177

Application 8.3 Developing Political Support for the Strategic Planning Project  

in the Sexual Violence Prevention Unit 178

8-5b Commitment Planning 179

8-5c Change-Management Structures 180

8-5d Learning Processes 180

8-6 Sustaining Momentum 181

8-6a Providing Resources for Change 181

8-6b Building a Support System for Change Agents 181

Application 8.4 Transition Planning at Driscoll’s 182

8-6c Developing New Competencies and Skills 184

8-6d Reinforcing New Behaviors 185

8-6e Staying the Course 185

Application 8.5 Sustaining Change at RMIT University  

Library in Melbourne, Australia 186

Summary 188

Notes 188

Student reply 1:

As a leader of organizational change , following things are most useful:

• understand your employees and their requirements
• set up clear vision and mission of the organization
• identify the values and beliefs to be followed

 More flexible curricula focused on execution change in particular

• More businesses will try to become learning associations.

• The management of human executions will receive more attention. I have learn this from your class 

Leaders inspire followers to act and engage in change. They convey a sense of necessity and significance regarding the change, as well as devotion and a zeal for seeing things through to completion. They acknowledge those who are taking part and doing well.Leaders are aware of how challenging change may be and how important it is to inspire followers to leave their comfort zones. The Leaders are enthusiastic and compassionate.

Sadaric, A., & Škerlavaj, M. (2023). Giving Sense to Change Leadership: Towards a Narrative-Based Process Model. Economic and Business Review, 25(1), 41-63. https://0624amz3w-mp02-y-https-doi-org.prx-keiser.lirn.net/10.15458/2335-4216.1317

Engida, Z. M., Alemu, A. E., & Mulugeta, M. A. (2022). The effect of change leadership on employees’ readiness to change: the mediating role of organizational culture. Future Business Journal, 8(1), 31. https://0624amz3w-mp02-y-https-doi-org.prx-keiser.lirn.net/10.1186/s43093-022-00148-2

Student reply 2:

Leader of An Organizational Change

Implementing change and making sure that it lasts after you have gone requires management skills and true leadership skills. It requires that you actively support everyone from the top-level employees, the lower-level once, partners and any other shareholder in that organization. This will ensure that everyone involved feels the impact of what upholding that change benefits both them and the organization.  Another thing a leader can do is strongly engaging the employees in opinions, ensuring their participation in the major and minor decision making processes and instilling in them the skills required to implement the change and continue with the work (Fullan, 2011). This will ensure that they don’t feel left out but feel like they are part of the change. They will fill the importance of the change and how it affects them and the organization at large. 

The skills and knowledge that I would like to gain in order to ensure that the change I implement will be sustained even when am gone include things like: the skill of listening to my front-line employees. This will ensure that I know exactly what is happening in the organization and I will be able to know what is working and what is not. Know the politics involved in the change so that I know how to manage them. Know what the organization prioritizes on so that I can align my objectives and goals to those of the organization (DuBrin, 2015). Another skill that I would like to acquire is the ability to persevere. This is because, implementing change is a long and continues process that requires a lot hence, and the chances of something going wrong are high. Therefore, I should be able to correct, gather my team and continue towards the direction of the change without giving up. I should have a purpose that I strongly believe in that will be the core-center in guiding the decisions that I make and those of my team.

References

DuBrin, A. J. (2015). Leadership: Research findings, practice, and skills. Nelson Education.

Fullan, M. (2011). The six secrets of change: What the best leaders do to help their organizations survive and thrive. John Wiley & Sons.