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8/2/2019 SU2 Topic 5-7 - Diagnosis
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide - 1
Chapter 3: Diagnosis
Topic 5 - Open Systems Models and Alignment
Topic 6 - Other Diagnosis Models
Topic 7 - Gathering and Interpreting Information for
Diagnosis
Study Unit 2
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Organisational Diagnosis
... involves gathering, analysing and interpreting
information about how the organization is functioning
2
The main steps are:
Selecting a conceptual model for diagnosis
Clarifying information requirements
Gathering information
Analysis
Interpretation
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
The role of diagnostic models
We simplify the real world by developing models that focus
attention on
A limited number of key elements
the way these elements interact with each other
The outputs produced by these interactions
We use these models to :
guide the kind of information that we attend to
interpret what we see
decide how to act
3
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Selecting models for diagnosis
4
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Component and holistic models
5
ManagementPractices
Work unitclimate
Motivation
Individual andOrganizationalperformance
Structure
Systems(policies andprocedures)
Tasks and
individual roles Individual needsand values
ExternalEnvironment
LeadershipMissionand
strategyComponent models
look at particular
aspects of
organizational
functioning
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Component and holistic models
6
Component models
look at particular
aspects of
organizational
functioning
ManagementPractices
Work unitclimate
Motivation
Individual and
Organizationalperformance
Structure Systems(policies andprocedures)
Tasks andindividual roles
Individual needs
and values
ExternalEnvironment
LeadershipMission
andstrategy
Organizationculture
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
The story of the six blind men feeling an elephant illustrates one of the
problems that can arise when using component models for diagnosis
7
Each one touched a different part of
the elephants body. The blind man who felt a leg said theelephant was like a pillar; the one who felt its tail said it waslike a rope; the one who felt its trunk said it was
like a tree branch; the one who felt its ear said it waslike a hand fan; the one who felt its belly said it waslike a wall; and the one who felt its tusk said it was
like a spear.Only looking at specific components may not give a good impression of what thewhole is really like
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Component models
8
One approach to
diagnosis is to start by
using component
models to examine how
the many differentaspects of an
organization are working
Management
Practices
Work unit
climate
Motivation
Structure
Systems
(policies and
procedures)
Tasks and
individual
roles
Individual
needs and
values
LeadershipMission
and
strategy
Organization
culture
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Component models
9
... and to combine
these assessments to
build a big picture of
how the organization
is functioning as awhole.
Management
Practices
Work unit
climate
Motivation
Structure
Systems
(policies and
procedures)
Tasks and
individual
rolesIndividual
needs andvalues
LeadershipMission
and
strategy
Organization
culture
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
An alternative approach is
to start by looking at the
big picture before drilling
down to explore particular
components in more detail
10
Management
Practices
Work unit
climate
Motivation
Individual andOrganizational
performance
StructureSystems
(policies and
procedures)
Tasks and
individual
roles
Individual
needs and
values
External
Environment
Leadership
Mission
and
strategy
Organization
culture
Holistic models
l d l
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -11
Management
Practices
Work unit
climate
Motivation
Individual and
Organizational
performance
Structure
Systems
(policies and
procedures)
Tasks and
individual
roles
Individual
needs and
values
External
Environment
Leadership
Mission
and
strategy
Organization
culture
An important dynamic
of the whole system
concerns the nature of
the interactions
between the
component parts
Holistic models
Source: Burke and Litwin, 1992: 52
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Organizations are open systems
12
They are:
Embedded within a larger system Able to avoid entropy
Regulated by feedback.
Subject to equifinality
Cyclical in their mode of functioning
Equilibrium seeking Bounded
Organization
transforms inputs
into outputs
outputsinputs
h
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Open systems theory
13
Open systems theory
predicts that changes to
any one of the elements
of an organizations
system with causechanges to the other
elements
K tt ' i t ti d l f i ti l d i
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Kotter's integrative model of organisational dynamics
Source: J.P. Kotter, An integrative model of
organisational dynamics, in Porter, Nadler & Cammin,
Organizational Assessment, Wiley, 1980
Employees &other tangible
assets
Social system
Formalorganisationalarrangements
KEYORGANISATIONAL
PROCESSES:
Informational processesMatter-energy
transporting/convertingprocesses
Dominantcoalition
Externalenvironment
Technology
O i ti l ff ti i th h t t
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Organizational effectiveness in the short term
Over the short term effective organizations are those that have
key processes that are characterised by levels of decisionmaking effectiveness and matter-energy efficiency that help toensure that resources are used efficiently.
processes
Alignment and organizational effectiveness over the
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Alignment and organizational effectiveness over the
medium term
Over the medium term effectiveness is determined by the state
of alignment (quality of fit) between the structural elements.
Examples of poor fit:
Dominant coalition and task environment Employees and technology
Employees and formal organisation
Ad t bilit d i ti l ff ti th l t
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Adaptability and organizational effectiveness over the long term
Over the long term, effectiveness is determined by an
organizations ability to adapt in ways that will maintain
internal and external alignment.
This adaptability is a function of the state of an organisations structural
elements.
These can range from highly constraining to very unconstraining.
For example, an organization that has a single complex technology that is
difficult to adapt (so change will require a massive capital investment in new
technology) is more constrained than an organisation that has a technology
that can be used in different ways to produce a variety of goods and servicesand which can be modified incrementally over time.
Diagnosing external alignment
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Diagnosing external alignment
Some models focus on diagnosing the quality of an organisations
alignment with the external environment.
A good example is SWOT
SWOT is a diagnostic
model for assessingexternal alignment and
identifying what needs to
be changed to improve
organizational
effectiveness
strengths weaknesses
opportunities threats
Diagnosing external alignment
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Diagnosing external alignment
Internal factors
External factors
Strengths1
2
3
4
Ways to exploit1
2
3
4
Weaknesses1
2
3
4
Ways to reduce1
2
3
4
Ways to reduce1
2
3
4
Threats1
2
3
4
Ways to exploit1
2
3
4
Opportunities1
2
3
4
Diagnosing internal alignment
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Diagnosing internal alignment
Some diagnostic models focus primarily on the quality of an
organizations internal alignment.
A good example is the Mckinsey 7S model
Source: Pascale & Athos, 1981, The Art ofJapanese Management
Diagnosing internal & external alignment
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Diagnosing internal & external alignment
Some diagnostic models are more comprehensive and pay
attention to both internal and external alignment.
A good example is the Burke-Litwin causal model of
organizational performance and change
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
The Burke-Litwin causal
model of organisationalperformance and
change
internal & externalalignment
relative weight of causalrelationships
Management
Practices
Work unit
climate
Motivation
Individual and
Organisational
performance
Structure
Systems
(policies and
procedures)
Tasks and
individual rolesIndividual needs
and values
External
Environment
Leadership
Mission
and
strategy
Organisation
culture
Source: Burke and Litwin, 1992: 528
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Transformational
change
transformational elements
Management
Practices
Work unit
climate
Motivation
Individual and
Organisational
performance
Structure
Systems
(policies and
procedures)
Tasks and
individual rolesIndividual needs
and values
External
Environment
Leadership
Mission
and
strategy
Organisation
culture
Source: Burke and Litwin, 1992: 528
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Transactional change
transactional elements
Management
Practices
Work unit
climate
Motivation
Individual and
Organisational
performance
Structure
Systems
(policies and
procedures)
Tasks and
individual rolesIndividual needs
and values
External
Environment
Leadership
Mission
and
strategy
Organisation
culture
John Hayes All rights reserved. Not to be copied or transmitted without written permission
Source: Burke and Litwin, 1992: 528
Life cycle models
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Life cycle models
Life cycle models posit that organizations progress through
a series of predictable stages of development and that each
stage brings with it a set of alignment related issues that
have to be managed.
A good example is Greiners five phases of growth
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis of
LEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis of
RED TAPE
1. Growth throughCREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
Greiner s five phases of growth
Source: Greiner, 1972, HBR, 50, 38.
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis ofLEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis ofRED TAPE
1. Growth through
CREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
p g
Source: Greiner, 1972, HBR, 50, 38.
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis of
LEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis ofRED TAPE
1. Growth through
CREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
p g
Source: Greiner, 1972, HBR, 50, 38.
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis of
LEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis ofRED TAPE
1. Growth throughCREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
p g
Source: Greiner, 1972, HBR, 50, 38.
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis of
LEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis ofRED TAPE
1. Growth through
CREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
p g
Source: Greiner, 1972, HBR, 50, 38.
Greiners five phases of growth
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Crisis of
LEADERSHIP
Crisis ofAUTONOMY
Crisis ofCONTROL
Crisis ofRED TAPE
1. Growth through
CREATIVITY
2. Growth throughDIRECTION
3. Growth throughDELEGATION
4. Growth throughCOORDINATION
Crisis of ?
5. Growth throughCOLLABORATION
time
size
Source: Greiner, 1972, HBR, 50, 38.
Selecting a model for diagnosis
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
g g
32
1. Relevance to issues under consideration
2. Identifies elements and cause and effect relationships that
contribute to the problem or opportunity
3. Indicates which of the above have most weight
4. Highlights aspects of organizational functioning that the
change agent can do something about
Clarifying information requirements
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -33
How does the
organization go about
matching its resources
with opportunities, and
creating a competitive
advantage?
What are the formal and
informal arrangements for
grouping and coordinating
activities?
Source: Pascale & Athos, 1981, The Art of Japanese Management
Information gathering
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide - John Hayes All rights reserved. Not to be copied or transmitted without written permission 34
Sampling
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -35
The sampling process comprises several stages:
Defining the population of concern Specifying a sampling frame, a set of items or
events possible to measure
Specifying a sampling method for selecting items
or events from the frame Determining the sample size
Implementing the sampling plan
Sampling and data collecting
Analysis
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -36
Quantitative
techniques
Qualitative
techniques
Interpretation
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -37
Conceptual models provide a basis for interpreting
diagnostic information and identifying what needsto be changed to achieve a more desirable state of
affair.
Introducing a change to improve the fit between
two specific elements might create misalignments
elsewhere, but the model provides a framework for
reviewing each change and taking further action as
required.
Interpretation
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -38
Change managers using the McKinsey 7S model can construct a 7S
matrix to aid interpretation
Strategy Structure Systems Staff Style Sharedvalues
Skills
DescribeStrategy
Strategy/
structurealignment
Strategy/
systemsalignment
Strategy/
staffalignment
Strategy/
stylealignment
Strategy/
valesAlignment
Strategy/
skillalignment
DescribeStructure
Structure/systems
alignment
Structure/staff
alignment
Structure/style
alignment
Structure/values
alignment
Structure/skills
alignment
Describe
Systems
Systems/staff
alignment
Systems/style
alignment
Systems/
values
alignment
Systems/skills
alignment
DescribeStaff
Staff/stylealignment
Staff/valuesalignment
Staff/skillsalignment
DescribeStyle
Style/valuesalignment
Style/skillsalignment
Describeshared
values
Values/skills
alignment
Describeskills
Political considerations
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
Data collection can generate energy around the activities or
behaviours that are being measured.
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
People concentrate their energy and resources in those
areas where data is collected.
DATA
COLLECTION
EXPECTATIONS
THAT DATA
WILL AFFECT
DESIREDOUTCOMES
GENERATION
OF ENERGY
AROUND
ACTIVITYBEING
MEASURED
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
This can lead to productive or counter productive
behaviour
Data
collection
Expectations
re impacton outcomes
Generation
of energyCounter-
productive
behaviour
Productive
behaviour
The outcome will be determined by peoples
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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -
The outcome will be determined by peoples
expectations about how the data will be used
Counter-
productivebehaviour
Productive
behaviour
Data
collection
Expectations
re impact
on outcomes
Generation
of energy
Expectation re
how data will be
used
Past experienceof change managers
use of data
Perceived contractwith data-collector
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