Organizational Change and Strategy

Description

Organizations change, usually driven by strategies, yet strategic management and organizational change are generally understood as separate domains in the business world. This book integrates the behavioural dynamics of learning, change and strategy at and across individual, team, interdepartmental, group and organizational levels.

This new edition emphasizes what can be done in organizations to enable strategy to be effective and to help organizations to change and learn. Central to the book is a reflexive engagement approach through inviting the readers to apply concepts to their own organizational situations and via reflective exercises. The authors also offer cases from a wide range of organizations, from universities to steel and digital businesses.

This practical book addresses managers, consultants, students and researchers and provides specific orientation to assist each readership group to learn from its own perspective.

Cover 2
Half Title 5
Title Page 7
Copyright Page 8
Table of Contents 9
List of figures 11
List of tables 13
Preface to the second edition 15
List of contributors 17
Acknowledgement 19
Part I: Setting up: reflexive engagement, levels and interlevels 21
- 1. An invitation to reflexive engagement 23
  - Reflexive engagement 24
  - Taking the clinical perspective 25
  - Knowing and learning 26

Cover 2
Half Title 5
Title Page 7
Copyright Page 8
Table of Contents 9
List of figures 11
List of tables 13
Preface to the second edition 15
List of contributors 17
Acknowledgement 19
Part I: Setting up: reflexive engagement, levels and interlevels 21
- 1. An invitation to reflexive engagement 23
  - Reflexive engagement 24
  - Taking the clinical perspective 25
  - Knowing and learning 26
  - General empirical method for reflexive engagement 28
  - First, second and third person practice 29
  - Conclusions 30
  - References 30
- 2. Context and templates for reflexive engagement 32
  - Organizations as social constructions and moral enterprises 32
  - Systems thinking 33
  - Template for diagnosis and action 35
  - Territories of experience 36
  - Perspectives 37
  - References 39
- 3. Organizational levels: Theory and practice 40
  - Conceptual foundations 40
  - Four levels of organization behaviour 41
  - Interventions 42
  - Level I – Individual 44
  - Level II – Face-to-face team 46
  - Level III – Interdepartmental group 49
  - Senior management group 52
  - Level IV – Organization 54
  - Inter-organizational networks 57
  - The ‘key’ individual, team, group/division and organization 57
  - Conclusions 58
  - Reflexive engagement activity 3.1 58
  - Case: Omega Foundation 58
  - Questions for reflection and discussion 59
  - References 60
- 4. Interlevel dynamics 61
  - Level I effects – functional and dysfunctional – on other levels 63
  - Level II effects – functional and dysfunctional – on other levels 65
  - Level III effects – functional and dysfunctional – on other levels 67
  - Level IV effects – functional and dysfunctional – on other levels 70
  - Reflexive engagement activity 4.1 72
  - Conclusions 72
  - Case: The IT investment (Adapted from Coghlan, 2000) 73
  - Case: Network Action Learning Improvement Initiative (Adapted from Coghlan and Coughlan, 2015) 74
  - Questions for reflection and discussion 74
  - References 75
  - Questions for reflection and discussion 75
- Part II: Interlevel learning and changing 77
  - 5. The process of learning and changing 79
    - Learning 79
    - Organizational learning 80
    - Learning mechanisms 80
    - Organizational changing 82
    - Four psychological reactions to changing 85
    - Conclusions 88
    - Case: The new university president’s effort to institute participative decision-making 89
    - Reflexive engagement activity 5.1 89
    - Reflexive engagement activity 5.2 89
    - Questions for reflection and discussion 91
    - References 91
  - 6. The interlevel dynamics of organizational changing 94
    - The adaptive coping cycle of organizations 94
    - Sensing a change in the internal or external environment 95
    - Getting the information to the right place where it can be processed and acted upon 96
    - Making the necessary internal changes without undesirable side effects 97
    - Developing new actions 97
    - Digesting the information and drawing the right conclusions 97
    - Obtaining feedback on the new actions leading to a new sensing cycle 98
    - The process of large system changing 99
    - Determining the need for change 99
    - Designing the vision of the desired future 103
    - Assessing the present in terms of the future to determine the work to be done 104
    - Managing the transition 106
    - Reinforcing and sustaining 107
    - Review and learning 108
    - Sustaining 108
    - Perspectives on large system changing 110
    - Leader 110
    - Members 111
    - OD consultants 111
    - Conclusions 112
    - Outcomes 112
    - Reflexive engagement exercise 6.1 114
    - Reflexive engagement exercise 6.2 114
    - Case: The growing HVAC engineering and contracting firm 115
    - Questions for reflection and discussion 118
    - References 119
  - 7. Phases and levels of organizational learning and changing 120
    - Interlevel dynamics of organizational learning 120
    - Phase 0 – Ground zero: the need for change enters the organization 123
    - Phase 1 – Change awareness: the key individual denying and dodging 123
    - Phase 3 – Manoeuvring: the key individual and team doing and the interdepartmental group denying and dodging 124
    - Phase 2 – Initiation: the key individual doing and the team denying and dodging 124
    - Phase 5 – Achievement: the key individual sustaining, the team, interdepartmental group and organization doing 126
    - Phase 4 – Integration: the key individual, team and interdepartmental group doing, the organization denying and dodging 126
    - Phase 6 – Follow-through: the key individual and team sustaining, the interdepartmental group and organization doing 127
    - Phase 7 – Sustaining: the key individual, team, interdepartmental group and organization sustaining 128
    - Conclusions 130
    - Reflexive engagement activity 7.1 131
    - Case: AT&T Long Lines Division after the break-up 131
    - Questions for reflection and discussion 138
    - References 138
  - Part III: The strategizing process through interlevel change 139
    - 8. Introducing strategy and the five strategic foci 141
      - Strategizing and the use of the five strategic foci 141
      - Reference 144
    - 9. Framing the corporate picture 146
      - The content of framing the corporate picture 146
      - The process of framing the corporate picture 149
      - Roles in framing the corporate picture 152
      - Selected interlevel dynamics issues in framing the corporate picture 154
      - Conclusions 161
      - Reflexive engagement activity 9.2 163
      - Reflexive engagement activity 9.1 163
      - Case: Saint Joseph’s University 165
      - Questions for reflection and discussion 165
      - References 166
    - 10. Naming the corporate words 167
      - The content of naming the corporate words 167
      - The process of naming the corporate words 170
      - Roles in naming the corporate words 172
      - Selected interlevel issues in naming the corporate words 174
      - Conclusions 176
      - Reflexive engagement activity 10.2 177
      - Reflexive engagement activity 10.1 177
      - Case: Diaz Steel Group 179
      - Questions for reflection and discussion 180
      - References 180
    - 11. Determining corporate alternatives by analysing 181
      - The content of determining corporate alternatives by analysing 181
      - The process of determining corporate alternatives by analysing 189
      - Roles in determining corporate alternatives by analysing 196
      - Selected interlevel dynamics issues in determining corporate alternatives by analysing 199
      - Conclusions 200
      - Reflexive engagement activity 11.1 202
      - Reflexive engagement activity 11.2 202
      - Case: VerticalNet 203
      - Questions for reflection and discussion 204
      - References 205
    - 12. Choosing and implementing corporate actions 206
      - The content of choosing and implementing corporate actions 206
      - The process of choosing and implementing corporate actions 209
      - Roles in choosing and implementing corporate actions 212
      - Selected interlevel dynamics issues in choosing and implementing corporate actions 215
      - Conclusions 216
      - Reflexive engagement activity 12.1 218
      - Reflexive engagement activity 12.2 218
      - Case: Saint Joseph’s University 220
      - Questions for reflection and discussion 221
      - References 221
    - 13. Evaluating corporate outcomes 222
      - The content of evaluating corporate outcomes 222
      - The process of evaluating corporate outcomes 225
      - Roles in evaluating corporate outcomes 227
      - Selected interlevel dynamics issues in evaluating corporate outcomes 229
      - Conclusions 231
      - Reflexive engagement activity 13.1 234
      - Reflexive engagement activity 13.2 234
      - Case: Exportadora Subsole S.A. 235
      - Questions for reflection and discussion 237
      - Reference 237
    - Part IV: Integrating and applying 239
      - 14. Strategizing, learning and changing 241
        
        The five strategic foci as adaptive coping 241
        
        Strategic foci and large system learning and change 247
        
        References 248
      - 15. Integrative case: The Christian Haub era at A&P 249
        
        History of A&P before Christian Haub became CEO 250
        
        Round 0 (1998): Haub transitioning from Wood 251
        
        Round 1 (1998–2000): becoming a more participative and customer-centric organization 253
        
        the new IT system and accountability 257
        
        Round 2 (2000–2003): large-scale change process 257
        
        Round 3 (2003–2007): strategic repositioning 262
        
        Update 265
        
        Discussion 266
        
        Reflection on the change process 268
        
        Applying levels 271
      - 16. Conclusions 272
        
        References 275
      - Index 276

Author's affiliation

Nicholas S. Rashford: St. Joseph's University, Philadelphia, USA
João Neiva de Figueiredo: St. Joseph's University, USA

An Interlevel Dynamics Approach

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