Changing the Way We Manage Change pptx

Changing the Way We Manage Change Changing the Way We Manage Change EDITED BY RONALD R. SIMS QUORUM BOOKS Westport, Connecticut • London Library of Congress Cataloging-in-Publication Data Changing the way we manage change / edited by Ronald R. Sims. p. cm. Includes bibliographical references and index. ISBN 1–56720–461–9 (alk. paper) 1. Organizational change. I. Sims, Ronald R. HD58.8C463 2002 658.4'06—dc21 2001057868 British Library Cataloguing in Publication Data is available. Copyright ᭧ 2002 by Ronald R. Sims All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 2001057868 ISBN: 1–56720–461–9 First published in 2002 Quorum Books, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. www.quorumbooks.com Printed in the United States of America TM The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48–1984). 10987654321 Copyright Acknowledgments The author and publisher are grateful for permission to reproduce the following copyrighted material: Figures 4.1–4.3, 4.5, and 4.6 from Gilley, J.W., Quatro, S.A., Hoekstra, E., et al. 2001. The Manager as Change Agent. Cambridge, MA: Perseus Publishing. Figure 7.3 courtesy of E. Curtis Alexander, Ph.D. Contents Preface vii 1. General Introduction and Overview of the Book 1 Ronald R. Sims I. The Process and People of Change 11 2. Unleashing the Power of Self-Directed Learning 13 Richard E. Boyatzis 3. Employee Involvement Is Still the Key to Successfully Managing Change 33 Serbrenia J. Sims and Ronald R. Sims 4. Holistic Model for Change Agent Excellence: Core Roles and Competencies for Successful Change Agency 55 Scott A. Quatro, Erik Hoekstra, and Jerry W. Gilley 5. The Changing Roles and Responsibilities of Change Agents 85 Ronald R. Sims II. Global Views and Experiences of Change 111 6. Why the Bridge Hasn’t Been Built and Other Profound Questions in Multicultural Organizational Development 113 Terry R. Armstrong vi Contents 7. Reconciling the Dynamic of Symbols and Symptoms in Bringing about International Change 127 Edgar J. Ridley III. Change Cases 145 8. Change Management Methods in an Exciting New World of Business-to-Business Commerce 147 Ronald R. Sims and William J. Mea 9. Privatization of Public Utilities Drives Change in Consulting Firms 171 Kathi Mestayer 10. Data Processing to Knowledge Management: Are Information Technology Professionals Still Addressing the Same Change Management Issues? 183 Gigi G. Kelly 11. The Balanced Scorecard: New Strategy Applications in Business-to-Business Commerce 201 William J. Mea, Theodore L. Robinson III, and James W. Handlon IV. New Approaches and Models for Change 217 12. Changing How Organizations Manage Change from the Inside Out 219 Andrea B. Bear and Kathleen A. Brehony 13. Change: Build It In, Just Like Quality! 239 William I. Sauser, Jr. and Lane D. Sauser 14. Creating a New Kind of Conversation: A Consultant’s Role in Building Sustainable Change in the New Economy 255 Ann C. Baker 15. Restorying and Postmodern Organization Theater: Consultation to the Storytelling Organization 271 Grace Ann Rosile and David M. Boje Index 291 About the Contributors 295 Preface No matter which way they turn, organizations are increasingly expected to find better and faster ways of responding to the change challenges presented by the revolution in information technology, increased globalization, smarter custom- ers, and a constantly changing employee base. Are organizations successfully responding to these challenges, or are they crippled by their inability to bring about the necessary changes? How effective are organizations in managing change? Are the change management or organizational development (OD) the- ories, models, interventions, and change agent skills proving to be of value to organizations in their efforts to change? If so, how can we improve on them? If not, then what should we be doing differently? These were some of the questions that inspired me to create Changing the Way We Manage Change. The book you are reading reveals the collective thoughts of individuals com- mitted to change management and OD. Changing the Way We Manage Change brings together change agents with extensive experience from various vantage points in managing change, allowing you to understand the way we are man- aging change now and what changes in the way we manage change may need to be made to improve change management success. Although no book can address every potential manifestation of change man- agement, this book is an attempt to look clearly without flinching at the ways we manage change, what we can learn from the way we manage change, and new ways of managing change. The good and not so good change management habits we can learn from this book will prove useful—even critical—for change success, not only in increasingly complex environments but also in an increas- ingly demanding and unforgiving world. I wish to thank my blue-ribbon group of authors who have crafted their array of skills both on the firing line and from various other change management viii Preface vantage points. They represent a group of individuals who have contributed in their own unique way to the still emerging discipline of change management and organizational development. They have contributed generously of their time and energy to Changing the Way We Manage Change to share their collective ideas for how we can better manage change. Once again, a very special thanks goes to Herrington Bryce, who continues to serve as a colleague, mentor, and valued friend. The administrative support of Larry Pulley, Dean of the School of Business Administration at the College of William & Mary, is also acknowledged. I am also indebted to Eric Valentine, publisher at Quorum Books, who still continues to provide an outlet for my ideas. My thanks and appreciation as usual also goes out to my wife, Serbrenia, and the rest of the gang, Nandi, Dangaia, Sieya and Kani, who have supported me during one of those times when it seemed as if all I ever did was read and sit in front of the computer. A special thanks goes out to Ronald, Jr., Marchet, Vellice, Shelley, and Sharisse. The book is dedicated posthumously to Phyllis Viands, former receptionist and secretary at the School of Business Administration at the College of William & Mary, who is sadly missed but fondly remembered as a warm and kind friend. Changing the Way We Manage Change Chapter 1 General Introduction and Overview of the Book Ronald R. Sims As the twenty-first century begins, the world is in a constant state of change, and no organization, in the United States or elsewhere, can escape the effects of operating in a continually dynamic, evolving landscape. The forces of change are so great that the future success, indeed the very survival, of thousands of organizations depends on how well they respond to change or, optimally, whether they can actually stay ahead of change. It is widely acknowledged that change—from such forces as globalization, relentless technological advances, unprecedented competition, political up- heaval, and the opening of new markets—exerts constant pressure on organi- zations of all sizes and types. As a result, these organizations are beginning to shift their own gears in response to evolving developments in the world. But all is not rosy, given the disturbing reality of the poor batting average posted by organizations that have sincerely dedicated themselves to change. Effective change management appears to be in short supply these days, given that the landscape is filled with failed attempts to manage. Although a handful of organizations have scored admirable successes, the majority of them have failed to find the magic new mode or style that is needed to survive and thrive in the new economy and the volatile macroenvionment. The degree of failures should not be surprising when one considers that according to a recent report only 51% of the companies surveyed rated their leaders as excellent or good in their capabilities to meet business challenges. Included among these challenges were executing aggressive new growth strategies, attracting and retaining em- ployees in increasingly competitive markets, coping with high rates of uncer- tainty and change, competing in a global economy, and implementing mergers and acquisitions. All of these challenges require organizational changes. In response to the large number of failed change efforts and the challenges 2 Changing the Way We Manage Change of the new economy, books, articles, seminars, and workshops on leadership and change management have flooded the market offering the latest and greatest answers intended to increase organizational and change agent effectiveness and improve change success rates. No matter where one looks there are more and more advertised remedies purporting to address the change failure rate and the challenge of today’s new economy. They have ranged from the easily recog- nizable: learning organizations, flat organizations, reengineering, team-based or- ganizations, and on and on. With all of our collective responses to address change failures still not showing the return needed, it is clear that there is a need to rethink the way we manage change and where appropriate change the way we manage change. And rethinking the way we manage change is what the contributors in this book will focus on. THE FOCUS OF THIS BOOK Why is it that it seems as if we are experiencing de´ja` vu in feeling that we have been through this rethinking the way we manage change process before and that we still have a long way to go if we are going to improve our change success rate, especially given the demands for change in this new economy? How can we improve not only the prescriptions but also the changes to change in our efforts to help organizations meet the demands of a much different mar- ketplace and environment in the new economy? There is no simple answer, just like there is no one-size-fits-all solution for leading or successfully managing change. The competencies, beliefs, and values that change agents need depend on the organization’s strategy and organizational context. There are an endless number of change-related questions that need answers. For example: • How can we better manage change? • Do we need to change the way we manage change? • What kind of change agent(s) or change management program(s) are needed to increase successful organization change? • What are the most effective approaches to change for today’s new organizational con- text? • What traditional change management methodologies and interventions work in the new economy? • What are the roles of internal and external change agents in today’s organizational change efforts? • What skills or competencies are important to change agent success? • What can organizations do to ensure that their change efforts are successfully imple- mented? [...]... managing change In this book, the contributors, as change agents, discuss their views on how we may or may not need to change the way we manage change to increase the change success rate In offering their views on changing the way we manage change the contributors critique traditional change management theories, models, interventions, and change processes while arguing in some cases that well-meaning change. .. handling the degree of change that is necessary in the new organizational context In presenting their views about changes in the way we manage change, the contributors discuss what they view as the major challenges in managing change and offer suggestions for improving the way we manage change In some instances the contributors will offer very new and unique road maps for changing the way we manage change, ... that keep all stakeholders on the main road But Changing the Way We Manage Change does not set down rigid approaches In line with the underlying premise of this book that organizations must always be adaptable, flexible, and nimble, the ideas presented in the following pages stress the possible alterations for changing the way we manage change Changing the Way We Manage Change is intended to be a practical,... manage change, while in other instances they will simply refocus our attention on the roads that have always been there or offer suggestions on how to redirect the roads The contributors sketch the route that 4 Changing the Way We Manage Change must be taken toward changing the way we manage change and denote some milestones, turns, stop signs, red lights, yellow caution lights, and the sensing devices... models for change and change agent development Each of these chapters makes a contribution to the need to look for alternative or nontraditional ways of managing change and changing the way we manage change As in previous chapters, readers are asked to think about roles, values, assumptions, and change inter- 8 Changing the Way We Manage Change ventions in new ways After all, thinking about what we do in... about what we do in managing change can only maximize our learning and our ability to change the way we manage change In Chapter 12, Changing How Organizations Manage Change from the Inside Out,” Andrea B Bear and Kathleen A Brehony explore the relationship between change, consciousness, and the ways in which vibrant organizations passionately respond to change and use their power as an opportunity for... actionoriented document that contributes to the never ending dialogue on how we can change the way we manage change Its contents can be used to view the whole change management process any organization might go through to determine how to improve individual change There is still much that we can learn and do in the area of change management, and it is our hope that the collective ideas presented in this... working with the organization’s internal change agents Part II: Global Views and Experiences of Change The two chapters in Part II of this book take a look at changing the way we manage change from the perspective of the international change agent The authors offer insights on change challenges presented by working in our increasingly global world and on ways to increase change success in these environments... is titled Changing the Way We Manage Change because it begins from the premise that “managing change is not a problem or process that will ever go away but rather an opportunity to develop greater individual and organizational effectiveness by continuously rethinking the way we manage change This book is written for those individuals and organizations who are in the midst of grappling with the challenges... requiring the consulting firms to manage their own change processes The chapter discusses how two industries (utilities and engineering firms) are trying to change, with the latter trying to change into change consultants In Chapter 10, “Data Processing to Knowledge Management: Are Information Technology Professionals Still Addressing the Same Change Management Issues?” Gigi G Kelly discusses the challenges the . always been there or offer suggestions on how to redirect the roads. The contributors sketch the route that 4 Changing the Way We Manage Change must be taken toward changing the way we manage change. must always be adaptable, flexible, and nimble, the ideas presented in the following pages stress the possible alterations for changing the way we manage change. Changing the Way We Manage Change. change man- agement, this book is an attempt to look clearly without flinching at the ways we manage change, what we can learn from the way we manage change, and new ways of managing change. The