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Short summary - Organizational Change -
Summary of the course Organizational Change at the Radboud University. Short summary of all the articles. The list of articles is viewable on the first page.
[Meer zien]Voorbeeld 4 van de 18 pagina's
Voorbeeld 4 van de 18 pagina's
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Voorbeeld van de inhoud
Organizational ChangeArticles – Course Organizational Change 2020-2021 – Radboud University
1
,Article Tsoukas – Rethinking organizational
change
Change = reweaving of actors web of beliefs and habits of actions as result of new experiences
obtained through interactions. This ongoing process to extent that actors try to make sense of an act
coherently in the world, change is inherent in human action.
Traditionally, stability is the norm for change and change is exceptional rather than natural. In this
article, Tsoukas rather sees change as an ongoing process as ‘reversal of ontological priorities’. This
will be better to understand change.
Organizational becoming; is a performative account of how change is accomplished.
- Complete understanding of micro-processes of change
- See how change is created
- Change programs need to be made to work
Both synoptic & performative account of organizational change are necessary, they solve different
needs. Synoptic = Traditional, as it is done, Blackbox, summary of what has been going on.
Performative = how change is done, it keeps changing, opening black box, how it is accomplished
over time.
Planned change is also emergent. If change is announced, it is also planned. Planned change is not
episodic, just another response to exogenous change. We should think about time in another way, if
we want to understand change. It should be more about the flow/process of time. Change is not
something clear, it is supposed to be messy.
Article Plowman – Radical Change
In this study we look at how and why an initial small change escalated and led to a radical
organisational change.
Case Mission Church; Few people started serving breakfast to homeless people. This got bigger &
bigger and eventually led to a day centre to be opened where a doctor would be and eventually
more and more homeless people came there. This all started with two new pastors & the opening of
the doors and it led to eventually more/different church members, while they had years of decline.
Complexity theory – Four constructs that are essential to understand the emergent behaviour;
1. Initiating conditions – Small change that was unnoticed, something small van have a massive
impact.
2. The far-from-equilibrium-state – At a certain point little is required to put it over a edge.
Example; the struggles with identity & the change in leadership.
3. Actions amplify small change – Each feedback can amplify it, you can get a feedback loop.
Example; using language that reinforce patterns of change, using symbols/signals that
reinforced church commitment & requiring new resources.
4. Fractals & Scalability – Similar pattern appears at various levels – individual, group,
organizational.
All these things helped the change to become more radical. Organizational context matters when you
want to explain emergent, radical change. Radical change can become continuous through the
dynamic interaction of amplifiers, contextual conditions & small changes.
2
,Article Gehman – Values work
Values practices is a goal on itself & different from organizational practices, think of; ethics, diversity
or sustainability. Cognitive values; different priorities to what values you think are important.
Cultural values; Meaning given to artifacts, rituals & symbols. But now towards a more practice
perspective, because other two start with values as given & already objectified phenomena. Practice
implies which ends should be pursued, what should be done & said, etc.
Case Beta Business School – Introduced after many complaint and call-outs, an honour code. This was
done by a new dean. It all happened very fast, after years or complaints, and there was also a pledge
introduced.
The honour code emerged through the process we called entanglement; concerned stakeholders
were catalysed by precepting events, becoming spoke-persons for specific value practices and later
associating with each other.
Theorizing values work
1. Dealing with pockets of concern – there were a few incidents/call-outs from students or
alumni, but were all isolated cases.
2. Knotting local concerns into action network – because of board-meeting & network-event,
these concerns were knotted together, so they went from isolated to a network.
3. Performing value practices- it is acted out. Values practices intervene in situations
contributing to the enactment of normative realities.
4. Circulating values discourse – enables the translation of values work to other parts of an
organization through the network or association it facilitates.
Values work is a distributed, relational, interactive & ongoing process. It is likely to be ongoing
whether or not leaders are involved.
Article Buchanan – Multi-story process
Narratives have causal functions & intent, to shape understanding of past, but also to shape
trajectories of the change into the future. The aim is to develop a new approach that combines
existing ideas from narrative and processual perspectives in order to open up the seemingly
innocuous claim that change is multi-authored.
The nature of change can be explained by the way in which it is written & edited by key narrators,
also called change agents or change leaders. A narrative requires 3 elements; original state of affairs,
action/events & consequent state of affairs that bring these 3 elements together to a whole.
Monological narratives have 3 problems;
1. It is interpretable
3
, 2. Stakeholders can experience things differently
3. Different voices
Polyvocal has two problems;
1. Who to include
2. How effectively to articulate the resultant narrative.
3. Also narratives are unstable.
Accounts of change can be contradictory on four overlapping dimensions;
1. Conflict of contribution – How can events be explained?
2. Conflict of assessment – what went well, what went wrong and what can we learn from it?
3. Conflict of interpretation – Different political interests
4. Conflicts of audience – Different versions
Argued for the need to accommodate competing narratives in conceptualizing organizational change
as a multi-story process, and to synthesize insights from a narrative approach to processual and
contextual analysis of change.
Storytelling is about emotional engagement, with an audience, about creating & sustaining meaning,
and about discrediting other world views. For example the platform case.
Article Thomas – Managing Organizational change
Organizational becoming draws attention to two important aspects; 1. Organizations are viewed as
unfolding enactments, change is endemic, ongoing, natural. 2. Organization is contingent upon
language.
This has important implications in which organizational change in conceptualized/managed;
1. Change is not realization of management plans
2. Creation of shared meaning does not always lead to synergistic solutions
3. Calls into questions traditional conceptions.
Question; How does the negotiation of meaning influence organizational change, and what is the role
of power-resistance relations in these processes?
Case; Telecommunications company, undergoing major restructuring and after this they has
workshops in which they wanted to involve employees by letting them discuss the nature of the new
culture & how it should be implemented through the organization. In the workshops there was
always a mix between senior and middle management.
At the first point of culture, they talked about customer focus & some opinions deviated, but they
were able to agree to disagree or come to a solution. At the implementation part however, the
senior managers had different opinions than the middle managers and they weren’t mixed anymore.
The discussion got stuck.
Relational engagement; Both parties take active responsibility for the joint tasks.
The picture below shows how particular communicative practices can lead to generative dialogue.
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