Initiating a path of change:Initiating a path of change:Courage and organizational Courage and organizational co-evolutionco-evolution

MPA 8002

Organization Theory

Richard M. Jacobs, OSA, Ph.D.

Creating Paths of ChangeCreating Paths of Change(McWhinney, Webber, Smith, & Novokowsky, 1997)(McWhinney, Webber, Smith, & Novokowsky, 1997)

Effective management/leadership concerns “working the issue”...

…that exhibits itself in the many organizational problems engendered by conflict on the action board of play.

Discerning what issue to work in the midst of multiple problems...

…is the fundamental challenge confronting managers/leaders.

This challenge is one that eludes ineffective managers/leaders...

…yet serves as the defining agenda for effective managers/leaders.

Identifying the issue requires...Identifying the issue requires...

Intrapersonal knowledge

…to know how one views reality…to understand how one’s view

impacts the definition of issues and problems.

Interpersonal knowledge...

…to know how others view reality…to understand how these views

impacts how others define organizational issues and problems.

Intra- and inter- personal knowledge coalesce...

…in a “comprehensive understanding” of the organizational reality

…that provides managers/leaders guidance for selecting appropriate tools to include in the organizational change strategy.

Accurately reading the organizational Accurately reading the organizational reality enables managers/leaders...reality enables managers/leaders...

to examine the organization’s purpose, goals, and values

to relate the organization’s purpose, goals, and values to the problems emerging in inter-organizational conflicts

to develop a “larger agenda”---the “issue”---that subsumes the problems emerging on the action board

Once the issue is identified, Once the issue is identified, successful managers/leaders...successful managers/leaders...

use the organizational reality to identify the best paths, modes, and tools of change...…that will “work the issue”…as people learn to “work the problems,”

that is, to solve organizational problems in conflict situations emerging on the action board

Elements of a pathway of change...Elements of a pathway of change...

a manager/leader who “works the issue”

the people who “work the problems”adequate resources to achieve

organizational goals and objectivesa “presenting problem” that, as it is

worked, will clarify the issue for people so that they can solve problems for themselves

““Working the issue” from four Working the issue” from four different views...different views...

“Working the issue”...

…begins with identifying the organizational reality

…working that issue to a successful solution

…by seizing upon the presenting problem to initiate a pathway of change.

Or, conversely...

…engaging in self-change so as to define the issue from an alternate reality

…to work that issue to a successful resolution from that reality

…and, then, to seize upon the presenting problem to initiate a pathway of change.

Each approach utilizes four different Each approach utilizes four different “games” and “boards of play”...“games” and “boards of play”...

Board #1Board #2

Board #5 Board #3power

values

worldview

action

……while choosing to neglect two while choosing to neglect two “boards of play”...“boards of play”...

Board #1Board #2

Board #5 Board #3power

values

environment

worldview

truth

action

1. The “design” approach...1. The “design” approach...

Board #1Board #2power

action

……uses the analytic mode of uses the analytic mode of change and its directions...change and its directions...

design testTo put theoryTo put theory

and policyand policyinto actioninto action

To use dataTo use datato interpret ato interpret a

situationsituation

……in order to get people to “work in order to get people to “work the problems”...the 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 manager/leader...

…identifies the task…selects the team

the team members...

…conduct research and collect data…write position paper for

manager/leader

the manager/leader...

…responds to position paper: approves policy directions modifies policy directions rejects policy directions

Three tools for designing...Three tools for designing...

designTo put theoryTo put theory

and policyand policyinto actioninto action

action plan

causing effects

extracting the qualities

The tools of designing...

…place a theory, principle, or strategy into practice

…to the degree that the theory, principle, or strategy accounts for the context and, to the degree that accurate measurements exist, action steps can foster success

testTo use dataTo use datato interpret ato interpret a

situationsituation

affinity diagrams

reconciling dilemmas

SWOTS test

Three tools for testing...Three tools for testing...

The tools of testing...…enable contextual theory development…as principles, truths, or theories that

fit the context are discovered and insights into organizational functioning arise

…allowing for interpretations and prediction about organizational functioning

2. The “conversation” approach...2. The “conversation” approach...

Board #2

Board #3power

values

……uses the influential mode of uses the influential mode of change and its directions...change and its directions...

convert

persuade

To convertTo convertgroup to angroup to anestablishedestablished

truthtruth

To changeTo changepolicies topolicies toreflect areflect agroup’sgroup’svaluesvalues

……in order to get people to “work in order to get people to “work the problems”...the problems”...

Leadership role and focus:

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

management/leadership...

…holds principles and strong views…formulates a strategic plan that

translates principles and views into concrete policies

management/leadership and organizational members...

…hold large-scale meeting…to identify non-negotiables, to

highlight differences, and to clarify conflicts

management/leadership revises plan...

that reflects sensitivity to the matters discussed at large-scale meeting

while upholding organizational principles

Two tools for converting...Two tools for converting...

convert

To convertTo convertgroup to angroup to anestablishedestablished

truthtruth

getting the message

scenario

The tools of converting...

…attempt to get other people to accept an established worldview including its fundamental truths, values, beliefs, and assumptions

…by transforming preferences and values into principles, beliefs, and truths

Three tools for persuading...Three tools for persuading...

persuade

To changeTo changepolicies topolicies toreflect areflect agroup’sgroup’svaluesvalues

beyond disruption

psuedo-quotes

value synergizing

The tools of persuading...

…introduces new rules and changes existing rules

…to inculcate one group’s values into the members of the broader organization

3. The “allocative” approach...3. The “allocative” approach...

Board #1

Board #3

values

action

……uses an evaluative mode of uses an evaluative mode of change and its directions...change and its directions...

allocate

value

To elicitTo elicitwhat matterswhat mattersin a situationin a situation

To designateTo designateand assignand assign

resources andresources andresponsibilitiesresponsibilities

……in order to get people to “work in order to get people to “work the problems”...the problems”...

Leadership role and focus:

To allocate and align resources properly to optimize outcomes

Organizingstyle:

Functionally responsive to the participants’ desires

PlanningStyle:

Optimization through equalization the assignment of work and benefits over time

Conflictmanagement:

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

the manager/leader...

…forms a small, cross-functional team (populated predominantly with sensory and social types) to survey people’s attitudes and to submit report

the team members...

…devise survey …administer survey …collate data …interpret data …write report

…submit report

The manager/leader...

publicly thanks team and applauds its work

reviews report develops a policy scheme that is

responsive to the needs and values identified in report

announces new policy scheme

Four tools for valuing...Four tools for valuing...

value

To elicitTo elicitwhat matterswhat mattersin a situationin a situation

dialogue

force field analysis

stakeholder wheel

story telling

The tools of valuing...…surfaces and clarifies the values

currently driving the organizational context

…by taking facts and events as “givens” and ascertaining what really matters in the situation in which people currently find themselves

Two tools for allocating...Two tools for allocating...

allocate

To designateTo designateand assignand assign

resources andresources andresponsibilitiesresponsibilities

moving to where it matters

resource allocation

The tools of allocating...…enable a fair distribution of

organizational resources and assignment of tasks

…and through shared involvement, ensures group commitment to action

4. The “evocative” approach...4. The “evocative” approach...

Board #5 Board #3values

worldview

……uses the emergent mode of uses the emergent mode of change and its directions...change 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

……in order to get people to “work in order to get people to “work the problems”...the problems”...

Leadership role and focus:

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 manager/leader...

…forms a small, cross-functional team that balances the mythic and social views

…gathers team for a weekend working session

the team...

…formulates an image of the ideal work situation

…team identifies concrete policies that apply ideal image of work situation

The manager/leader...

publicly thanks team and applauds its work

accepts report under advisement reports team’s work to organization after an appropriate interval,

announces the implementation of the new policy scheme

Two tools for facilitating...Two tools for facilitating...

facilitateTo get othersTo get othersto value anto value an

ideaidea

co-generation

innovation process

The tools of facilitating...…engender group commitment to an

idea, image, or program…by affecting the motives, attitudes,

and values of those involved…“power” resides in ideas and their

ability to change personal values and to attract commitment

Three tools for evoking...Three tools for evoking...

evokeTo co-createTo co-create

ideas or ideas or images thatimages that

reflect valuesreflect values

core of intent

mind mapping

search conference

The tools of evoking...…enable a group to co-create ideas

and images that symbolize their values

…as group members ask: “Given what matter to us, what do we wish to create?”

For managers/leaders, creating a For managers/leaders, creating a pathway of change requires...pathway of change requires...

courage for a journey

…to create a solution to organizational issue

while recognizing that there is no guarantee that any pathway will be successful

and that one bears responsibility for the choice made.

Courage is a personal response to Courage is a personal response to paradox...paradox...

to see reality as it is: managers/leaders need to be conscious of the alternatives...

to act: to assert one pathway as the foundation from which to move forward

possibilities choice

choice action

with an awareness that one’s choice of pathway engenders action...

action conflict

and that action along the pathway will lead to conflict...

Successful managers/leaders...Successful managers/leaders...

keep their eyes on the issue as on a (moving) target

…while dealing with the problems engendered by subversive individuals and groups who use conflict to destablize the organization as a system.

The intended outcome of greatest importance is…

…the adoption of a path…and the shared awareness that this

path is “our” path to solve “our” problems and conflicts

…as these arise in human interactions.

For McWhinney (1992) organizational For McWhinney (1992) organizational change, then, isn’t really about change, then, isn’t really about changechange......

as much as it is about co-evolutionco-evolution between leaders and followers

…as energy is transferred back and forth in conflict situations

…as people in conflict clarify views, conventionalize actions, and reaffirm substantive values

…and people engaged in conflict are brought into accordaccord.

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

Initiating a pathway of changeInitiating a pathway of change, featuring the primary choices confronting organizational managers/leaders as problems emerge. The choice of the best pathway requires courage, which enables managers/leaders to “work the organizational issue” by enabling followers to “work the organizational problems.”

ReferencesReferences

McWhinney, W. (1992). Paths of change: Strategic choices for organizations and society. Newbury Park, CA: Sage Publications.

McWhinney, W., Webber, J. B., Smith, D. M. , & Novokowsky, B. J. (1997). Creating paths of change: Managing issues and resolving problems in organizations 2nd ed.). Thousand Oaks, CA: Sage Publications.