CnA1Lk 6 |ann|ng and Manag|ng Change

Intervent|on Lo lnLervene ls Lo enLer lnLo an ongolng sysLem of relaLlonshlps Lo come

beLween or among persons groups or ob[ecLs for Lhe purpose of helplng Lhem 1here ls an
lmporLanL lmpllclL assumpLlon ln Lhe deflnlLlon LhaL should be made expllclL Lhe sysLem
exlsLs lndependenLly of Lhe lnLervenor (Argyrls)
LlLher Lype of acLlvlLy could serve as an Cu lnLervenLlon provlded Lhe evenL
1 esponds Lo an acLual and felL need for change on Lhe parL of Lhe cllenL
2 lnvolves Lhe cllenL ln Lhe plannlng and lmplemenLlng of Lhe change (lnL)
3 Leads Lo change ln Lhe orgs culLure
Cr|ter|a for effect|ve |ntervent|on (Argyr|s)
1 Ia||d and usefu| |nformat|on respondlng Lo an acLual and felL need for
change on Lhe parL of Lhe cllenL
2 ree cho|ce Lhe locus of uM ln Lhe cllenL sysLem no parLlcular or speclfled
acLlon ls auLomaLlc preordalned or lmposed
3 Interna| comm|tment Lhe cllenL owns Lhe cholce made and feels responslble
for lmplemenLlng lL
|ann|ng the |ntervent|on or change
1 eadlness for change
2 ower and Leadershlp
Manag|ng the change process
1 ulsengagemenL from Lhe pasL
a unflnlshed 8uslness someLhlng ls noL compleLe we humans Lend Lo
aLLempL some form of compleLlon
b rlde one of Lhe seven deadly slns
c nadler managlng change prlnclples
a 1he need Lo moLlvaLe change
b 1he need Lo manage LranslLlon
c 1he need Lo shape pollLlcal dynamlcs of change
2 Managlng Lhe 1ranslLlon
a lnvolvemenL lnvolvemenL leads Lo commlLmenL
b MulLlple Leverage
c leedback
d Symbols and Language
3 SLablllzlng Lhe Change
MCDLL Ck MANAGING CnANGL
1 LANNING nASL
a CeneraLe need
b ueLermlne fuLure sLaLe
c Address organlzaLlonal power and pollLlcal dynamlcs
2 MANAGING nASL
a ulsengage from Lhe pasL
b Crganlze LranslLlon managemenL Leam
c lnvolve organlzaLlonal members
d use mulLlple levers
e rovlde feedback
f CreaLe symbols and language
3 S1A8ILI2ING nASL
a uLlllze reward sysLem
b ueploy guardlans of Lhe new way
Measur|ng rogress of the Change Lffort
1 1he quanLlLy of problems LhaL organlzaLlon members musL handle may noL be
any dlfferenL
2 Jhen organlzaLlon members express frusLraLlon abouL a lack of progress
regardlng Lhe change efforL
3 Jhen lssues concerns and progress reporLs regardlng Lhe change efforL
rouLlnely become a parL of Lhe agenda for regular managers and sLaff
meeLlngs LhaL ls a slgn of progress
Jhen speclal evenLs are held from Llme Lo Llme LhaL assess progress
reevaluaLe Lhe dlrecLlon celebraLe mllesLones achleved and recognlzed
lndlvlduals for Lhelr accompllshmenLs ln helplng wlLh Lhe change
AN LLC1IIL IN1LkILN1ICN IS CNL 1nA1 (argyr|s)
1 rovldes valld lnformaLlon for Lhe cllenL org
2 Allows for cholce by Lhe cllenL regardlng Lhe speclflcs sLeps Lo be Laken
3 Leads Lo commlLmenL on Lhe cllenL's parL Lo Lhose acLlon sLeps for change

CnA1Lk 7 DCLS CD WCkk?

9 sLudles LhaL consldered supporLlve of Cu's effecLlveness
1 8reakLhrough ln Crg uev (8lake MouLon 8ranes Crelner)
2 Mana by arLlclpaLlons (Marrow 8owers Seashore)
3 ShorL and Long range effecLs of Leam dev (8eckhard Lake)
LclecLlc Approach Lo Crg uev (Puse 8eer)
3 arLlclpaLlve uM (8ragg Andrews)
6 Cu Lechnlques and Lhelr resulLs ln 23 org (8owers)
7 LxpecLaLlon effecLs ln org change (klng)
8 LffecLs of org dlagnosls and lnLervenLlon (PauLaluoma Cavln)
9 Crg uev and Change ln Crg erf (klmberly nlelsen)

rlmary research lssues (6 quesLlons)
1 JhaL ls organlzaLlonal effecLlveness (crlLerla)
a Coal model
b SysLem resource model
c rocess model
d SLraLeglc consLlLuencles model
Cameron's 6 crlLlcal quesLlons
1 JhaL domaln of acLlvlLy ls Lhe focus
2 Jhlch consLlLuencles' polnL of vlew are belng consldered
3 JhaL level of analysls ls Lo be used
JhaL Llme frame ls Lo be used
3 JhaL Lypes of daLa are Lo be used
6 JhaL referenL ls Lo be used
2 JhaL ls Cu ln Lhe Crg uev efforL?
3 JhaL ls lndependenL varlable? (od lnLervenLlon lLself)
Pow can we conLrol varlables
3 JhaL changed?
a Alpha comparaLlve measure of before and afLer lnL
b 8eLa recallbraLlon of lnLervals
c Camma redeflnlLlon of some domaln or ma[or change
6 Jho wlll conducL Lhe research and who wlll use Lhe resulLs?

CCAnlC ACACP (Argyrls) Lhe researcher lnvolves ln Lhe cllenL ln
1 ueflnlng research goalds
2 ueLermlnlng research meLhods and sLraLegy
3 lnLerpreLlng Lhe resulLs

ressures Cpposed to Lva|uat|on
1 1he manager or uMaker managers wanL resulLs
2 1he org members lnvolved ln Cu efforL
3 1he od consulLanL
1he evaluaLlon researcher

keasons for conduct|ng eva|uat|on phase
1 An evaluaLlon forces Lhe def of Lhe change ob[
2 lorces Lhe clarlflcaLlon of Lhe change ouLcomes are expecLed
3 lorces clarlflcaLlon of how Lhese change ouLcomes are used Lo be measured
lorces speclflclLy of wlLh respecL Lo how cerLaln procedures evenLs and acLs
wlll be lmplemenLed
3 An evaluaLlon helps Lo slgnal many of Lhe problems and obsLacles Lo be
anLlclpaLed ln Lhe Cu efforL
6 An evaluaLlon faclllLaLes plannlng for nexL sLeps and sLages of org lmprovemenL
and developmenL











CnA1Lk 8 1nL CD CCNSUL1AN1

Consu|tant ls one who provldes help counsel advlce and supporL whlch lmplles LhaL such
a person ls wlser Lhan mosL people

Context for ko|es and unct|ons

Interna| CD Con operaLe ln sLaff funcLlon and Lhey serve llne managers ln org
Lxterna| CD Con may be employed ln consulLlng flrm or self employed
Shadow Con serves as a soundlng board consulLanL who ls worklng dlrecLly wlLh a cllenL
urchase Mode| ls Lhe mosL prevalenL form of consulLaLlon essenLlally conslsLlng of Lhe
cllenL's purchase of experL servlces lnformaLlon

Doctor at|ent Mode| Lelllng Lhe consulLanL whaL ls wrong wlLh Lhe org usually ln Lhe
form of sympLoms and expecLlng Lhe consulLanL Lo prescrlbe a remedy for Lhe problem

rocess Consu|tant
1 ulagnose lLs own sLrengLhs and weaknesses more effecLlvely
2 Learn how Lo see org problems more clearly
3 Share wlLh Lhe consulLanL Lhe process of dlagnosls and Lhe generaLlon of a
remedy

ko|es and unct|ons
1 LlpplL and LlpplL Model means LhaL Lhe consulLanL's behavlour assumes a
leadershlp posLure and LhaL hes or she lnlLlaLes acLlvlLles Lhe con Merely
provldes daLa for Lhe cllenL Lo use or noL
a Advocate con aLLempLs Lo lnfluence Lhe cllenL
b 1echn|ca| spec|a||st con provldes a parLlcular experLlse
c 1ra|ner or educator ls frequenLly casL ln Lhe role of Leacher or manager
d Co||aborator |n rob|em So|v|ng
e A|ternat|ve Ident|f|er consulLanL performs all Lhe acLlvlLles
f act |nder con as a researcher lnLervlew survey observlng
g rocess spec|a||st
h kef|ector asklng quesLlons LhaL wlll clarlfy or change Lhe slLuaLlon
(SocraLlc MeLhod)
1 1o help lndlvldual arLlculaLe Lhe reallLy based soluLlon he
would llke Lo pursue
2 Assess Lhe poLenLlal reallLy of Lhe fanLasles whlch are
prevenLlng hls Laklng acLlon
3 1o recognlze Lhe lnds fear of separaLlon
1o recognlzed Lhe need for connecLlon as parLlal proLecLlon
from Lhe real sLress
3 1o help lnd face Lhe reallLy
6 1o asslsL lnd ln belng commlLLed wlLh Lhe consequences

Marg|na||ty lmplles ln beLween or on Lhe edge Lhe perlphery and accordlngly anoLher
Lerm LhaL Margulles uses ls boundary'


Ab|||t|es and Needs (8eer)

1 CenerallsLs and SpeclallsL
2 lnegraLor
3 neuLrallLy
CredlblllLy
3 MarglnallLy

Ab|||t|es of Consu|tant
1 Lhe ablllLy Lo LoleraLe amblgulLy
2 Lo lnfluence
3 Lo confronL dlfflculL lssues
Lo supporL and nurLure oLhers
3 Lo llsLen well and empaLhlze
6 Lo recognlze ones own feellngs and lnLulLlons
7 Lo concepLuallze
8 Lo dlscover and moblllze human energy
9 Lo Leach and creaLe learnlng opporLunlLles
10 Lo malnLaln a sense of humor





8ecom|ng an CD consu|tant

Academ|c 1ra|n|ng
1 organlzaLlonal psychology
2 group dynamlcs
3 research meLhods
adulL learnlng
3 career developmenL
6 counselllng and lnLervlewlng
7 organlzaLlon developmenL
8 Lralnlng and developmenL
9 acLlon research and consulLaLlon
10 human resource managemenL
11 process consulLaLlon
12 organlzaLlon Lheory


Non academ|c tra|n|ng
1 baslc laboraLory Lralnlng program
2 personal growLh laboraLory
3 Lralnlng Lheory and pracLlce
consulLaLlon skllls
3 organlzaLlon developmenL laboraLory
6 Leam bulldlng programs
7 supervlsed experlence
8 lnLernal consulLanL ln a large organlzaLlon
9 professlonal assoclaLlons
10 advanced programs for professlonal developmenL


a Sche|n lf one enLers ln human sysLem Lo conducL dlagnosls lnLervenLlon ls
belng made
b 8eckhard Lev|nson no paln no change
c Murphy's |aw lf anyLhlng can go wrong lL wlll
d 8urke clark koopman lnLervenLlon lack of success lnLervenLlon was Lhe only
change made
e katz kahn general sysLem Lheory
f Chand|er a change ln sLraLegy besL precedes ln sLrucLural change
g 1om eters caLch people dolng Lhe rlghL Lhlng
h L|pp|t and L|pp|t consulLanL as leadershlp posLure
| Margu||es marglnallLy boundarles
rank||n credlblllLy slgnlflcanL ln Cu success
k orras W||kens unexpecLed negaLlve flndlngs may reflecL beLa change