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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...
Leadership role and focus:
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...
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 assertive mode of working The assertive mode of working problems...problems...
Leadership role and focus:
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...
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
The inventive mode of working The inventive mode of working problems...problems...
Leadership role and focus:
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
INDEPENDENTINDEPENDENT
involvedinvolved
useruser useruser learnerlearner
Particularly (pure) constructive Particularly (pure) constructive matches...matches...
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
FOLLOWERFOLLOWER This individual experiences certitude,
that is, unless other team members express
fear that the leader’s beliefs are heretical.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
FOLLOWERFOLLOWERThis individual strongly supports a charismatic
leader’s efforts but strongly opposes calls
for radical change.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
COLLEAGUECOLLEAGUE
This individual gives authority to the leader
based upon the leader’s expertise not the person
of the leader.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
INDEPENDENTINDEPENDENT
This individual is uncommitted, but will use any opportunities provided to advance
self-interest.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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...
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
unconstructiveunconstructive
This individual has little respect for the leader, ignores and passively blocks most change
efforts.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
unconstructiveunconstructive
This individual disrespects the leader
unless both share common values. This
individual is threatened by social values.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
acquiescentacquiescent
This individual accepts power and rules as long
as they work.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
unconstructiveunconstructive
This individual has low regard for the leader, to the point of ignoring the
leader’s ideas and values.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic
reactivereactive
This negative individual usually reacts to and counters leadership
efforts.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
unitary
sensory
social
mythic useruser
This individual uses the leader as a support
for one’s own development.
Managerial/leadership reality
Te
am m
em
be
r’s
rea
lity unitary sensory social mythic
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.