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PSI

UGM

Planning And Managing Change


Schein (1969)
When one enters A human system to conduct A
diagnosis, an intervention in fact is being made

Argyris (1970)
To intervene is to enter into an ongoing system of
relationships, to come between or among persons,
groups, or objects for the purpose of helping them.
There is an important implicit asumption in the
definition that should be made explicit: the system
exists independently of the intervenors.

So:

intervention or planning and implementing


change is some event or planned sequence of events
that occurs as a result of diagnosis and feedback

PSI

UGM

Maturity

Gr
ow
th

De
cl
in

n
atio
m
r
Fo

1.Entrepreneurial
stage:
Ambiguous
goals
High
creativity

2.Collectivity
Stage:
Informal
communicati
on and
structure
High
commitment

3.Formalizationand-control
stage:

4.Elaboration-ofstucture stage:

Formaliztion
of rules

More
complex
structure

Stable
structure

Decentralizat
ion

Emphasis of
efficiency

Diversified
markets

5.Decline stage:
High employee
turnover
Increased
conflict
centralization

PSI

UGM

Mature
(efficient,
effective)

Possible
failure

Immature
(inefficient,
ineffective)

Possible
Possible failure
failure

Storming
Forming

Performing

Norming

Adjourning

Five Stage Model of Group Development

PSI

UGM

Criteria For Effective Intervention


1.

2.

3.

Valid and useful information:


- Accurately reflects what people in the
organization perceive and feel
- An actual vs. Future needs for change
Free choice:
- Members can make their selection for a course
of action with minimal internal defensiveness
- Can define and explore as many alternatives
they consider significant and select those
that are central to their needs
- Can build into their choices a realistic and
challenging level of aspiration
Internal commitment:
- The client owns the choice made
- The client feels responsible for implementing it

PSI

UGM

Planning the intervention or change


no pain no gain

Create a readiness for change:


Guide them to see a significant
difference between the actual (current
performance) and the desired goals
(the changed performance)
Describe a more desirable future state
Presenting people with a discrepancy
between what is and what is desired
Present
State

Transistion
State

Future
State

PSI

UGM

Planning the intervention or change


no pain no gain

Power and leadership:


Leaders must see and commit to the
development of future state
Leaders must make certain that a plan
for the future is in place, and they must
ready to generate energy and
enthusiasm within the organization to
support the change process
It is imperative to address some
political concern whats in it for me?
(Be respopnsive to individuals
personal concern)

PSI

UGM

People
Never Do
Exactly As We
Plan
Change,
Afterall,
Affect Us All
Emotionally

Managing The Change Process


Disengagement from the past:
Certain ways of working
A program, project, product
Geographic location, a group of people,
with whom one previously worked
Past personal, group work contributions
Finish the unfinished business, spend
some energy to deal with
incompleteness
Manage the personal or group pride

PSI

UGM

People
Never Do
Exactly As We
Plan
Change,
Afterall,
Affect Us All
Emotionally

Managing The Change Process


Managing the transition:
Create a task force
Lead the involvement
Develop multiple systems or leverages
Provide valid, useful, up-to-date feedbacks
Have certain symbols, languages, slogans
that represent the change goals
Stabilizing change through:
Reward System
Development of guardian group, norm

carriers group, role model who guards and


carries the new changing norm

PSI

UGM

Maslow (1965)
differentiates
between:
Grumbles:
complaints
about
relatively
small matters
Metagrumbles:
complaints
about broader
organizational
concerns,
beyond an
individual
matter

Indicators Of Change Effort Progress


The nature of problems has changed.

Organization members are dealing with new


and different problems
Frustration about a lack of progress regarding
change effort serves as a clear sign that people
are complaining about the right things
Issues, concerns, and progress reports
regarding the change efforts routinely become
part of the regular management agenda
Special events are held from time to time that
assess progress, reevaluate the direction,
celebrate milestone achieved, and recognize
individuals for their accomplishment in
helping with change effort

PSI

UGM

MODEL FOR MANAGING CHANGE


a summary

Planning
Phase
GENERATE

NEED
DETERMINE

FUTURE
STATE
ADDRESS

ORGANIZATIO
NAL POWER
ANDPOLITICAL
DYNAMICS

Managing
Phase
DISENGAGE FROM

PAST (AND
COMMUNICATE
WHAT WILL NOT
CHANGE)
ORGANIZE

TRANSITION
MANAGEMENT
TEAMS
INVOLVE

ORGANIZATIONAL
MEMBERS
USE MULTIPLE

LEVERS
PROVIDE FEEDBACK
CREATE SYMBOLS,

Stabilizing
Phase
UTILIZE REWARD

SYSTEM
DEPLOY

GUARDIANS OF
THE NEW WAY

PSI

UGM

Diagnosis

Design and
Implementation
Of intervention

Alternative
Intervention

Implementation

Evaluation

Institutionalization

PSI

UGM

Evaluation and Institutionalization


Evaluation
Providing feedback about the
progress and the impact of the
intervention
Institutionalization
Making OD intervention a
permanent part of organizational
normal functioning

PSI

Evaluation

UGM

Determine The Intended Effect (e.g.

Higher Satisfaction, Performance)


Determine The Variables
Methods:
During Implementation In Progress
(Formative Evaluation)
After The Implementation Completed
(Summative Evaluation)
Design:

- Experimental
- Non-experimental

PSI

Institutionalization

UGM

Is the process of:


1.
Socialization (transmission of information about
beliefs, norms, values with respect to the
intervention)
2.
Commitment (bonds people to behaviors associated
with the intervention)
3.
Reward allocation
4.
Diffusion (transferring interventions from one system
to another to provide wider organizational base
support to the new behavior
5.
Sensing and callibration:
- Detecting deviations
- Taking corrective actions
Results:
More knowledge, the intervention is performed,
acceptance to organizational change, normative
consensus, and value consensus

PSI

UGM

Types Of Interventions
HUMAN PROCESS
TECHNOSTRUCTURAL
HUMAN RESOURCE MANAGEMENT
STRATEGIC

PSI

DIMENSIONS OF HR ROLES IN BUILDING COMPETITIVE


ORGANIZATION

UGM

FUTURE/STRATEGIC FOCUS

MANAGEMENT OF STRATEGIC
HUMAN RESOURCES

MANAGEMENT OF
TRANSFORMATION
AND CHANGE

PROCESS

PEOPLE

MANAGEMENT OF
ORGANIZATION
INFRASTRUCTURE

MANAGEMENT OF
EMPLOYEE
CONTRIBUTION

DAY-TO-DAY/OPERATIONAL FOCUS

PSI

UGM

Types Of Human Process Interventions And


Unit Level Affected
INDIVIDUAL

GROUP

ORGANIZATION

INTERVENTIONS
COACHING AND
TRAINING
PROCESS
CONSULTATION
THIRD-PARTY
INTERVENTION
TEAM BUILDING
ORGANIZATION
CONFRONTATION
MEETING
INTERGROUP
RELATIONS
LARGE-GROUP
INTERVENTIONS

X
X
X

X
X
X

PSI

UGM

Types Of Technostructural Interventions


And Unit Level Affected
INDIVIDUAL

GROUP

ORGANIZATION

INTERVENTIONS
STRUCTURAL
DESIGN
DOWNSIZING

X
X

REENGINEERING

PARALLEL
STRUCTURE
HIGHINVOLVEMENT
ORGANIZATIONS
TOTAL QUALITY
MANAGEMENT
WORK DESIGN

PSI

UGM

Types Of Human Resources Management


Interventions And Unit Level Affected
INDIVIDUAL

GROUP

GOAL SETTING

PERFORMANCE
APPRAISAL
REWARD SYSTEMS

CAREER
PLANNING AND
DEVELOPMENT
MANAGING
WORKFORCE
DIVERSITY
EMPLOYEE
WELLNESS

ORGANIZATION

INTERVENTIONS

PSI

UGM

Types Of Strategic Interventions And


Unit Level Affected
INDIVIDUAL

GROUP

ORGANIZATION

INTERVENTIONS
INTEGRATED
STRATEGIC
CHANGE
MERGERS AND
ACQUISITIONS
INTEGRATION
ALLIANCES

NETWORKS

CULTURE
CHANGE
SELF-DESIGNING
ORGANIZATIONS
ORG. LEARNING &
KNOWLEDGE MGT.

PSI

UGM

SOME ILLUSTRATIONS OF
INTERVENTIONS

PSI

UGM

Human Resource Architecture


PERFORMANCE

OVERALL PROFITS,
PRODUCTIVITY,
QUALITY OF WORK LIFE

HR BEHAVIOR:
-CORE BEHAVIOR
--SITUATION-SPECIFIC BEHAVIOR

HR FUNCTIONS
HR PROFESSIONAL WITH
STRATEGIC COMPETENCIES
BEYOND TECHNICAL ACTIVITIES

COMPETENCIES, MOTIVATIONS,
AND HIGH PERFORMANCE
ASSOCIATED BEHAVIOR
THAT LINKED TO ORGANIZATION
STRATEGY

HR SYSTEM
POLICIES AND PRACTICES
ARE ALIGNED IN HIGH
PERFORMANCE WORK SYSTEM

PSI

UGM

Interaction Between Followers Locus of Control


Scores and Leader Behavior in Decision Making

External locus of
control followers

Internal locus of
control followers

Follower satisfaction with leader

High

Low
Directive

Leader behavior in decision making

Participative

PSI

UGM

POSITIVE
INTERDEPENDENCE
High
interpersonal
effectiveness
High
problem-solving
strategies
High
group cohesion

Understanding,
relevance and
commitment
to goals
Communication
of ideas and feelings
Active participation
and distribution of
leadership

Equality
of power and
influence

Flexible use of
Encourage- decision-making
ment and
procedures
constructive
management of
conflict

POSITIVE
INTERDEPENDENCE

Dimension of Group Effectiveness Model

PSI

UGM

MBO
to create participation

SUPERIOR AND SUBORDINATE

SETTING AND RECORDING


GOALS
THE SUBORDINATES ARE
EXPECTED TO PERSONALLY
COMMITTED TO ACHIEVING
THESE GOALS
REVIEW THE PERFORMANCE

PSI

TEAM BUILDING

UGM

LEWIN MODEL

UNFREEZING

EXISTING
BEHAVIOR

CREATION OF
QUESTIONS AND
UNCERTAINTY

REFREEZING
MOVING

INTRODUCTION
OF NEW
BEHAVIOR

CONSOLIDATION
OF NEW
BEHAVIOR

NEW
BEHAVIOR

PSI

QUALITY CIRCLES

UGM

A QUALITY CIRCLE IS A VOLUNTARY

EMPLOYEE GROUP MEETING


REGULARLY DURING WORKING HOURS
WITH THE GOAL OF IDENTIFYING AND
SOLVING TASK-RELATED PROBLEMS
SOLUTIONS ARE COMMUNICATED
DIRECTLY TO MANAGEMENT AT A
FORMAL PRESENTATION SESSION
MANAGEMENT ACCEPTS, REJECTS, OR
MODIFIES THE GROUP DEVELOPED
SOLUTION
GROUP SIZE USUALLY LESS THAN 20
EXTRINSIC REWARDS SUCH AS MONEY
GENERALLY ARE NOT GIVEN

PSI

UGM

Problem Solving In
Quality Circles

DATA OBTAINED BY
CIRCLE MEMBERS,
SPECIALISTS,
OR MANAGEMENT

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