Organization Change

Organization Change Theory and Practice W. Warner Burke Teachers College, Columbia University OSAGE Los Angeles | London | New Delhi Singapore | Washington DC Contents Preface xiii Acknowledgments xvii 1. Sources for Understanding Organization Change 1 Introduction and Overview 1 A Short Story of Launching Organization Change 6 2. Rethinking Organization Change 9 The Paradox of Planned Organization Change 10 Making the Case for Organization Change 12 Changing Corporations 12 Changing Government Agencies 15 Changing Higher Education Institutions and Nonprofit Organizations 16 Summary 18 Personal Declarations and Points of View 18 The Metaphor of Choice 18 The Theories of Choice 20 Types of Organization Change 20 Levels of Organization Change 21 How Organization Change Occurs 22 The Content and Process of Organization Change 23 Organizational Models 23 The Organizational Model of Choice 24 Organization Change Should Be Data-Based and Measured 25 Planned Organization Change Requires Leadership 25 Teleological Theory 172 Dialectical Theory 172 Evolutionary Theory 172 Process: How to Change—Practice Frameworks 174 Lewin's Three Steps 175 Lewin's Three Steps Expanded: Schein 176 Phases of Planned Change 177 Organization Change as a Transition 178 Mini-Theories Related to Organization Change 180 Individual Emphasis 181 Group Emphasis 183 The Larger-System Emphasis 186 Summary 189 The Content and Process of Strategic Change in Organizations 191 Strategies for Effecting Change in Human Systems 193 Empirical-Rational Strategies 194 Normative-Reeducative Strategies 196 Power-Coercive Strategies 197 Summary 198 9. Integrated Models for Understanding Organizations and for Leading and Managing Change 200 What Is an Organizational Model? 201 Why Use an Organizational Model? 202 Organizational Models and Organization Change 204 Weisbord's Six-Box Model 205 The Nadler-Tushman Congruence Model 208 Tichy's TPC (Technical, Political, Cultural) Framework 214 A Comparison of the Three Models 217 Summary 218 ). The Burke-Litwin Causal Model of Organization Performance and Change 220 Background 221 The Model 223 Transformational and Transactional Dimensions 227 Support for the Model's Validity 236 The Influence of the External Environment 236 The Transformational Factors The Transactional Factors Summary 237 238 241 11. Organizational Culture Change 243 Experiencing Organizational Culture 244 The British Airways Story: A Case of Culture Change 248 You Don't Change Culture by Trying to Change the Culture 253 A Theoretical Summary of the British Airways Story 255 Summary 257 12. Understanding and Working With Loosely Coupled Systems 259 The Case of Change at the A. K. Rice Institute 260 Enter External Consultant (Yours Truly) 261 Action Steps 262 A Volunteer Organization 265 Changing Deep Structure 266 Dealing With Resistance and Ambivalence 266 Group Relations Versus Organization Development 267 Organizational Structure and Loosely Coupled Systems 268 Loosely Coupled Systems 269 Voice of Causation 270 Voice of Typology 271 Voice of Direct Effects 271 Voice of Compensation 271 Voice of Organizational Outcomes 272 Summary 274 13. Transformational Leadership 276 Does Leadership Matter? 277 On Defining Leadership 279 Toward Further Definition 280 The Leader-Manager Distinction 280 Authority and Leadership 285 Transformational Leadership According to Bass 286 Characteristics of Executive Leadership 289 Conceptual Complexity 290 Development 365 Learning Agility 370 Trust 371 Summary Statement 374 Conclusion 375 Appendix: Annotated Bibliography 376 References 385 Index 408 About the Author 425 Organization Change Theory and Practice W. Warner Burke Teachers College, Columbia University OSAGE Los Angeles | London | New Delhi Singapore | Washington DC Contents Preface xiii Acknowledgments xvii Sources for Understanding Organization Change 1 Introduction and Overview 1 A Short Story of Launching Organization Change 6 2. Rethinking Organization Change 9 The Paradox of Planned Organization Change 10 Making the Case for Organization Change 12 Changing Corporations 12 Changing Government Agencies 15 Changing Higher Education Institutions and Nonprofit Organizations 16 Summary 18 Personal Declarations and Points of View 18 The Metaphor of Choice 18 The Theories of Choice 20 Types of Organization Change 20 Levels of Organization Change 21 How Organization Change Occurs 22 The Content and Process of Organization Change 23 Organizational Models 23 The Organizational Model of Choice 24 Organization Change Should Be Data-Based and Measured 25 Planned Organization Change Requires Leadership 25 Teleological Theory 172 Dialectical Theory 172 Evolutionary Theory 172 Process: How to Change—Practice Frameworks 174 Lewin's Three Steps 175 Lewin's Three Steps Expanded: Schein 176 Phases of Planned Change 177 Organization Change as a Transition 178 Mini-Theories Related to Organization Change 180 Individual Emphasis 181 Group Emphasis 183 The Larger-System Emphasis 186 Summary 189 The Content and Process of Strategic Change in Organizations 191 Strategies for Effecting Change in Human Systems 193 Empirical-Rational Strategies 194 Normative-Reeducative Strategies 196 Power-Coercive Strategies 197 Summary 198 9. Integrated Models for Understanding Organizations and for Leading and Managing Change 200 What Is an Organizational Model? 201 Why Use an Organizational Model? 202 Organizational Models and Organization Change 204 Weisbord's Six-Box Model 205 The Nadler-Tushman Congruence Model 208 Tichy's TPC (Technical, Political, Cultural) Framework 214 A Comparison of the Three Models 217 Summary 218 ). The Burke-Litwin Causal Model of Organization Performance and Change 220 Background 221 The Model 223 Transformational and Transactional Dimensions 227 Support for the Model's Validity 236 The Influence of the External Environment 236 The Transformational Factors The Transactional Factors Summary 237 238 241 11. Organizational Culture Change 243 Experiencing Organizational Culture 244 The British Airways Story: A Case of Culture Change 248 You Don't Change Culture by Trying to Change the Culture 253 A Theoretical Summary of the British Airways Story 255 Summary 257 12. Understanding and Working With Loosely Coupled Systems 259 The Case of Change at the A. K. Rice Institute 260 Enter External Consultant (Yours Truly) 261 Action Steps 262 A Volunteer Organization 265 Changing Deep Structure 266 Dealing With Resistance and Ambivalence 266 Group Relations Versus Organization Development 267 Organizational Structure and Loosely Coupled Systems 268 Loosely Coupled Systems 269 Voice of Causation 270 Voice of Typology 271 Voice of Direct Effects 271 Voice of Compensation 271 Voice of Organizational Outcomes 272 Summary 274 13. Transformational Leadership 276 Does Leadership Matter? 277 On Defining Leadership 279 Toward Further Definition 280 The Leader-Manager Distinction 280 Authority and Leadership 285 Transformational Leadership According to Bass 286 Characteristics of Executive Leadership 289 Conceptual Complexity 290 Development 365 Learning Agility 370 Trust 371 Summary Statement 374 Conclusion 375 Appendix: Annotated Bibliography 376 References 385 Index 408 About the Author 425