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Summary Synopsis Organizational Change including all lectures and notes

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Synopsis of Organizational change contains all lecture slides and notes. Notes are in italics. Is from the organizational change course of the master Organizational Design and Development.

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  • 4 januari 2019
  • 82
  • 2018/2019
  • Samenvatting

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Voorbeeld van de inhoud

Organizational Change
Lecture 1: Introduction and Approaches to change
1. The course: objective of Organizational change
2. Lay-out of the course
3. Kick off: Approaches to change
4. Article: Tsoukas, H. & Chia, R. (2002). On Organizational Becoming:
Rethinking Organizational Change.

In terms of making hints for exams: “Kremser (lecture 3 about routines) and Denissen
(lecture 8 about diversity and equality) will design and mark an exam question, so it is on
their subjects”. Maybe a technology question and one that covers the rest  Lauche.

1. The objective of O&S
What I want you to take away from this course:
- Change is possible, desirable, enjoyable –but effort
- Also stability is ‘effortful accomplishment’ and recreated by people
- Change is driven by many people and has many faces –people outside senior management
can shape the course of action
- Change is usually more complex, dynamic and unpredictable than most normative approaches
assume
- You can be a change agent, but most likely you are not the only one pursuing an agenda

By the end of the course I want you to have an idea that change is possible, desirable and
enjoyable. But definitely: effort. Also stability (opposite of change) is something that is been
accomplished. This costs effort, to maintain stability.

Changes in the course content and topics addressed
- Dropped: normative texts on change agent perspective –largely already covered in
Intervention in Organisation’s course
- Kept: new perspectives on resistance, issue selling, technology implementation, critical
perspective on consulting, guest lectures
- New: more empirical studies, fewer review / conceptual papers; emergent change, value
work, routine dynamics, sustainability, gender and equality, guest lecture on gender and on
futuring method

2. Layout of the course
The course deals with the following subjects:
- Approaches to change (lecture 1)
- Emergent change (lecture 2)
- Routine dynamics (lecture 3)
- Multiple voices and negotiating power (lecture 4)
- Resistance (lecture 5)
- Issue selling and selling sustainability (lecture 6 and 7)
- Promoting diversity and equality (lecture 8 and lecture 9  guest lecture Police)
- Change through technology implementation (lecture 10)
- Pursuing change from the outside (lecture 11)


1

,3. Kick-off: Approaches to change
Linking social change to organizational change: research on how people pursue sustainability and
connect to others through a common narrative.

She’s telling a story about a research she did in the summer. She wanted to include more stories
about narratives. She told something about a researcher who went to the sand oil industry to
make it a little better (less water use etc.). He persuaded other companies to join the community
by using narratives in the form of cases. These cases flipped the anniversary companies to join
the community.

Narrative of David against Golaith:
- Small people, peripheral actors can make a difference -you can outwit more powerful actors
- David as king becomes a problematic figure –power can corrupt even the righteous ones
- Narratives matter –change is a matter of sensemaking, interpretation

Narrative of David (not much power) against Golaith. Even if you’re not in a management
position, this doesn’t mean you don’t have power. You can have a better network, be smarter, etc.
Narrative: keep hope even when there is no reason to have hope. The story of the guy who
survived Golaith is a strong story, a narrative to use to show that there is hope.

Positive organizational scholarship:
- Understanding social change within and across organizations
- Focus on change processes that increase, enable and foster beneficial outcomes
- Positive deviance
- Hope as a generative dynamic
- Different application areas
o Sustainability
o Social justice
o Diversity

There was a grandmaster plan and there was resistance. There is little literature about the
positive stories what did went well. They did it, I believe. Especially from a cross-organizational
perspective on social change. Social change is not just a matter that happens within an
organization. In this case you have to collaborate with others.

Deviance: you’re going away from what is expected. People might be deviating to achieve a
positive aspect. The book is really expensive; Therefore, she did not make it the main textbook.
However, she is taking this spirit into the course outlay.




2

,4. Organizational Becoming (Tsoukas & Chia, 2002)
4.1. Organizational becoming
4.2. Two approaches: synoptic account and performative account
4.3. Understanding change

4.1 Organizational becoming
- Organizational change as ongoing process instead of the juxtaposition of stability?
o They are arguing that it is not helpful to see change as a stable environment without
an emergent change. They see change as an exception, while they say it changes
continuous.
o The norm is stability.
o They argue there is an ongoing change, little actors in the organization continue
pursue and accomplish things.
- Create complete understanding of micro-processes of change at work
o Who, how, when are new organizational templates uncovered, legitimized, created?
 Legitimate is not in the legal sense. We are doing this because of implicit
social expectations. Institutions are a way to create stability.
 If you’re doing new out of default, it’s not legitimate. Because you do
something extraordinary, you need to work on it to make it legitimate.
 Example: gender equality, it’s very legitimate that organizations have these
policies.
 Example: sustainability was a coming movement in the ‘70’s, and nowadays
there is a Dow Jones Sustainability index. It became mainstream, and because
of this, it became legitimate.
 It helps us to understand how something new arises and how it became
mainstream and legitimate.
- Take into account the ramifications and implications that were not planned yet happened
- How is change actually accomplished? (instead of looking at a “post-mortem dissection”
(James, 1996: p.262))
- Change is always there, we must only care to look
- Change programs need to be made to work
- So what is change

‘Change as the exception’ while it’s often ongoing. About 70% of the change fail. If our
approach is that change programs are an exception, is part of the problem. This doesn’t help us
to understand how organizational life is accomplished. They argue there is an ongoing change.
Organisations continue pursue and accomplish.

‘’You cannot walk into the same river twice’’.  You can go into the Waal twice, but the second
time it’s not the same as the first time. You can see this as it’s an ongoing change. There is an
ongoing river of activities. Which somehow accomplish the things you’re doing that isn’t
straightforward as you think it was. So, it’s not the same situation, there is a fluidity of dynamics.
(it will not be the same as history). Small changes are better if you want to be in a position of:
now we’re going to do a big change.




3

, It’s a philosophical paper. It goes back to the past where we think that an underlined
understanding that stability is normal, and change is a disruption to this situation.. But Tsoukas
and Chia argue that organizations are always on the move, like a river that is flowing (river
metaphor). It’s actually strange that they created stability in this always changing river.

4.1.1 What is change? Organizational becoming…
- “the reweaving of actors’ webs of beliefs and habits of action as a result of new experiences
obtained through interactions” – ongoing improvisation (Orlikowski, 1996)
o Interactions, new experiences is the starting point where things get moved.
o Beliefs and habits: it needs the effect how people think of the situation and act.
- Organizing: the attempt to order the intrinsic flux of human action, to channel it toward
certain ends, to give it particular shape, through generalizing and institutionalizing particular
meanings and rules (and sets the framework for further organizing, it is recursive).

The focus on organizing rather than organizations: how do people accomplish things? If
organizing works, then we’re getting something done. Organizing means that things what happen
to themselves can be structured to achieve certain ends. This is repetitive so that someone else
also get things done. This is not focused on the individual. The normal thing of doing things is
already involved with ‘surprises’ and it’s the backdrop of how organizing works to understand
how change works.

So, the analysis is about doing within a company (or without the company). The focus on
organizing rather than organization helps to achieve this. We’re not experiencing the river, but
we’re actually get things done.

So, this is philosophic: let’s look at change from a different perspective. The river perspective
and how the normal things in this river as accomplished. The normal ways of doing things
already involved small changes.

4.2 What is organizational change: two approaches
Synoptic account Performative account
- Change is an accomplished event whose - Takes human agency seriously, every
key features and variations, and causal process (routine) is a situated
antecedents and consequences need to be accomplishment and they keep changing
explored and described - You have to be perceptive of the
- Uses stage models, describing ‘states’ of performative, what actually happens and
change in different moments in time how that changes
- Do not capture the distinguishing feature of - Occasionally turn attention away from the
change: its fluidity; its indivisibility practical matters (the goals) toward
- Works with concepts that are based in reflection
immobilities, denying change - Appreciate the dynamic complexity

Synoptic account: normal state is stable. Normally there is no change unless we start an initiative
therefore. It gets things together whether the change is an event, and focus on when the change
happens, is written mostly in the literature. Focus on discrete stages, discrete events on when to
charge the implementation, included Schein. You can split up the river into sections/phases.



4

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