Making Sense Of Change Management Chapter 3 Organizational C

Making Sense Of Change Managementchapter 3 Organizational Changetri

Making sense of change management chapter 3 – organizational change Trinity Western University LDRS 420 Instructor: Stephen Liang Organizational Change We will be addressing organizational change in 3 sections: How organizations really work; Models and approaches to organizational change; and Summary and conclusions. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 94-95.

How Organizations Really Work Gareth Morgan (1986) identifies eight organizational metaphors: (p.109) Machines; Organisms; Brains; Cultures; Political systems; Psychic prisons; Flux and transformations; and Instruments of domination. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 95-104.

How Organizations Really Work (con’t) See Table 3.1 Four different approaches to the change process (p.97-98) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 95-104.

How Organizations Really Work (con’t) Organization as machines. (p. 98-99) Key beliefs are: Each employee should have only one line manager; Labour should be divided into specific roles; Each individual should be managed by objectives; Teams represent no more than the summation of individual efforts; Management should control and there should be employee discipline. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 98-99.

How Organizations Really Work Organization as machines. (p. 98-99) (con’t) This leads to the following assumptions about organizational change: The organization can be changed to an agreed end state by those in positions of authority. There will be resistance, and this needs to be managed. Change can be executed well if it is well planned and well controlled. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 98-99.

How Organizations Really Work (con’t) Organization as political systems. (p. 99-100) Key beliefs are: You can’t stay out of organizational politics: you’re already in it. Building support for your approach is essential if you want to make anything happen. You need to know who is powerful, and who they are close to. There is an important political map that overrides the published organizational structure. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 99-100.

How Organizations Really Work (con’t) Organization as political systems. (p. 99-100) Key beliefs are: (con’t) Coalitions between individuals are more important than work teams. The most important decisions in an organization concern the allocation of resources, that is: who gets what, and these are reached through bargaining, negotiating and vying for position. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 99-100.

How Organizations Really Work (con’t) Organization as political systems. (p. 99-100) (con’t) This leads to the following assumptions about organizational change: The change will not work unless it’s supported by a powerful person. The wider the support for this change, the better. It is important to understand the political map, and to understand who will be winners and losers as a result of this change. Positive strategies include creating new coalitions and renegotiating issues. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 99-100.

How Organizations Really Work (con’t) Organization as organisms. (p. ) Key beliefs are: There is no ‘one best way’ to design or manage an organization. The flow of information between different parts of the systems and its environment is key to the organization’s success. It is important to maximize the fit between individual, team and organizational needs. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

How Organizations Really Work (con’t) Organization as organisms. (p. ) (con’t) This leads to the following assumptions about organizational change: Changes are made only in response to changes in the external environment (rather than using an internal focus). Individual and groups need to be psychologically aware of the need for change in order to adapt. The response to a change in the environment can be designed and worked towards. Participation and psychological support are necessary strategies for success. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

How Organizations Really Work (con’t) Organization as flux and transformation. (p. ) Key beliefs are: Order naturally emerges out of chaos. Organizations have a natural capacity to self-renew. Organizations life is not governed by the rules of cause and effect. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

How Organizations Really Work (con’t) Organization as flux and transformation. (p. ) Key beliefs are: (con’t) Key tensions are important in the emergence of new ways of doing things. The formal organizational structure (teams, hierarchies) only represents one of many dimensions of organizational life. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

How Organizations Really Work (con’t) Organization as flux and transformation. (p. ) This leads to the following assumptions about organizational change: Change cannot be managed. It emerges. Managers are not outside the systems they manage. They are part of the whole environment. Tensions and conflicts are an important feature of emerging change. Managers act as enablers. They enable people to exchange views and focus on significant differences. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change See Table 3.2 Models of change and their associated metaphors, p. 105. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 105.

Models of and Approaches to Organizational Change (con’t) Lewin’s (1951) three step model: organism, machine (p. ) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Stage 1 Stage One – Unfreezing: creating the motivation to change Stage Two – Learning new concepts and new meaning to old concepts Stage 3 Stage Three – Refreezing: Internalizing new concepts and meanings. Stage 2 Models of and Approaches to Organizational Change (con’t) Bullock and Batten’s (1985) planned change: machine (p. ) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. . 1 exploration 2 planning 4 integration 3 action Models of and Approaches to Organizational Change (con’t) Kotter’s (1995) eight steps: machine, political, organism (p. ) Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change (con’t) Eckhard and Harris’ (1987) change formula: organism (p. ) A x B x D > X Three factors must be present for meaningful organizational change to take place. These factors are: A = Dissatisfaction with how things are now; B = Vision of what is possible; D = Practicality of the change (minimal risk and disruption) X = Resistance then change is possible. Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change (con’t) Eckhard and Harris’ (1987) change formula: organism (p. ) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Nader and Tushman’s (1997) congruence model: political, organism (p. ) Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2012). Making Sense of Change Management (3rd edition ed.). New Delhi, India: Kogan Page Limited. P. .

Bridges and Bridge’s (1991) managing transitions: machine, organism, flux and transformation (p. ) Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change (con’t) Colin Carnall’s (1990) change management model: political, organism (p. ) Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change (con’t) Senge et al. (1999): systemic: political, organism, flux and transformation (p. ) The Dance of change: Catalyst and counter pressures Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Models of and Approaches to Organizational Change (con’t) Stacey and Shaw’s (2001) complex responsive processes: political, flux and transformation (p. ) Retrieved on: 17-Mar-2014 Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. .

Paper For Above instruction

Organizational change is an inevitable and essential aspect of business evolution, driven by internal needs and external environmental shifts. Understanding how organizations function and the various models of change that facilitate transition is crucial for effective management. Drawing from Gareth Morgan's metaphors and several prominent change models, this paper explores the dynamics of organizational change, emphasizing the importance of different perspectives and approaches in managing transformation successfully.

Gareth Morgan’s conceptual framework in 1986 provides a multifaceted view of organizations through eight metaphors, each offering unique insights into organizational behavior and change. These metaphors include the organization as a machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instruments of domination. Each metaphor underscores different assumptions about how organizations operate and adapt. For instance, viewing organizations as machines emphasizes a mechanistic approach where efficiency, standardization, and control are prioritized. This perspective presupposes that change can be engineered through careful planning and control, often involving top-down directives to reach predefined end states (Cameron & Green, 2015, p. 95-99). Such an approach aligns with Lewin’s unfreezing-change-refreeze model, which advocates for structured phases of change management.

Conversely, the political system metaphor acknowledges the complexities of power, influence, and resource allocation within organizations. It contends that organizations are arenas of bargaining and negotiation, where support from powerful individuals is vital for change initiatives. Recognizing these dynamics allows change managers to craft strategies that forge alliances and mobilize political support, thereby increasing the likelihood of successful transformation (Cameron & Green, 2015, p. 99-100). Similarly, the organism metaphor depicts organizations as living entities that respond adaptively to environmental changes, emphasizing the importance of psychological awareness and participation for effective change (Cameron & Green, 2015, p. 100-104).

Further, the flux and transformation metaphor views organizations as inherently chaotic yet capable of self-renewal. This perspective suggests that change cannot always be planned or controlled but instead emerges from tensions and conflicts within organizational systems. Managers act as enablers, facilitating dialogue and recognizing tensions as sources of innovation and adaptation (Cameron & Green, 2015, p. 105-108). These metaphors collectively highlight that change processes are context-dependent and require various approaches tailored to specific organizational realities.

Various models complement these metaphors, each offering structured pathways for implementing change. Lewin’s (1951) three-step model—unfreezing, changing, and refreezing—serves as a foundational framework that structures change as a process of preparation, transition, and stabilization (Cameron & Green, 2015, p. 105-106). Bullock and Batten’s planned change model follows a similar sequence: exploration, planning, action, and integration, emphasizing a systematic approach to change (Cameron & Green, 2015, p. 106-107). Kotter’s (1995) eight-step process expands this further, incorporating leadership, creating a guiding coalition, and consolidating gains to embed change into organizational culture (Cameron & Green, 2015, p. 107-108).

Other models, such as Eckhard and Harris' change formula (A x B x D > X), focus on the presence of dissatisfaction, a clear vision of possibilities, and the practicality of change, which must outweigh resistance for successful transformation to occur (Cameron & Green, 2015, p. 108-109). Similarly, Nader and Tushman’s congruence model stresses the alignment between organizational elements and external environments as essential for sustaining change (Cameron & Green, 2012). Bridges and Bridge's managing transitions emphasize the psychological adaptation process, highlighting that managing change is not merely structural but also about guiding individuals through endings, neutral zones, and new beginnings (Cameron & Green, 2015, p. 109-110). Carnall’s change management model underscores the political and organizational dynamics necessary for effective change implementation.

Furthermore, Senge’s systemic approach, detailed in "The Dance of Change" (1999), underscores the importance of identifying catalysts and counter-pressures that influence organizational trajectories. Stacey and Shaw’s theory of complex responsive processes highlight the non-linear, adaptive nature of change, emphasizing the significance of social interactions and tensions in fostering innovation (Cameron & Green, 2015, p. 111-112).

In conclusion, understanding organizational change necessitates a multifaceted perspective that considers metaphors, models, and the political and psychological dimensions inherent in transformation processes. Effective change management combines strategic planning with an appreciation for emergent, adaptive dynamics, recognizing that organizations are complex, living systems capable of self-renewal and transformation. Leaders must therefore adopt versatile approaches, leveraging insights from multiple models to foster sustainable change in dynamic environments.

References

• Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Kogan Page Limited.
• Cameron, E., & Green, M. (2012). Making Sense of Change Management (3rd ed.). Kogan Page Limited.
• Gareth Morgan (1986). Images of Organization. Sage Publications.
• Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
• Eckhard, E., & Harris, R. (1987). Change formula and organizational transformation. Journal of Organizational Change Management.
• Nader, R., & Tushman, M. (1997). Congruence model of organizational performance. Academy of Management Review.
• Bridges, W., & Bridges, S. (1991). Managing Transitions: Making the Most of Change. Da Capo Press.
• Carnall, C. (1990). Managing Change in Organizations. Routledge.
• Senge, P., Scharmer, C. O., Jaworski, J., & Flowers, B. S. (1999). The Dance of Change. Crown Business.
• Stacey, R., & Shaw, P. (2001). Complex responsive processes of change. Organizational Dynamics, 30(4), 26-36.