Change Management and the Human Factor [recurso electrónico] : Advances, Challenges and Contradictions in Organizational Development

Change management and organizational development is unthinkable without people. Human beings form its core as both subjects and objects of change. This volume attempts to cut through to the core of change management, to the people that stand at its heart and focuses on their intrinsic role in change management and organizational development. Topics covered in this volume encompass the human element within organizational change, how this impacts roles, dynamics of team interaction and affects the workplace in teaching and learning settings. It also addresses resistance to institutional and organizational change and the central role that agile management plays in this process. Foreword 6 Contents 8 Author Description 10 At the Heart: Human Beings in Organizations 17 The Rediscovery of the Human Being and the Future of Change Management 25 1 Change as the Modern Constant 25 2 Change Powered by Communication 26 3 Change Powered by Sense 27 4 The Fragmented Nature of Human Beings 28 5 Human Beings as the Last Bastion of Organizational Stability 32 References 34 The Human Role Within Organizational Change: A Complex System Perspective 35 1 Introduction 35 2 Key Concepts and Conventions 36 2.1 Perception of Complex Systems Within Organizations 36 2.2 Importance of Power Law Distribution 38 3 Theoretical Extension Towards Human Role 39 3.1 Need for Extension Towards Human Role 39 3.2 Normal (Gaussian) Distribution vs. Power-Law (Pareto) Distribution 40 3.3 Fractals 40 3.4 Simple Rules 41 3.5 Self-Organized Criticality 41 3.6 Emergence 42 3.7 Adaptation 42 4 Discussion 42 5 Conclusion 43 References 44 Looking Through Someone Else ́s Eyes: Exploring Perceptions of Organizational Change 48 1 Method 50 1.1 Sample Site 50 1.2 Data Collection 51 2 Analysis 53 2.1 Initial Coding 53 2.2 Focused Coding 54 2.3 Social Identity Theory 57 3 Key Findings 63 3.1 Group Demographics 63 3.2 Perceptions of Change: Physicians Versus Nurses 63 3.3 Perceptions of Change: Additional Analysis 65 4 Discussion 66 4.1 Implications for Research 67 4.2 Implications for Practice 68 4.3 Limitations 69 5 Conclusion 70 References 70 The Role of Management Development in Change Management: The Example of Financial Markets 74 1 Introduction 74 2 Managing Talented Experts 75 2.1 Does the Management of Experts Require Specific Management Techniques? 75 2.2 Managing Talents in Financial Markets 76 2.3 Talent Management and Risk Management 79 3 Management Development and Change Management in Financial Markets 80 3.1 Definition and Role of Management Development 80 3.2 Management and the Financial Crisis 82 3.3 Managing as a Guide 83 4 Remembering that Market Operators are Humans 85 4.1 We Need to Go Further (1): Anchor Managerial Behaviour and Develop Collective Efficiency 85 4.2 We Need to Go Further (2): Remembering Partnerships 87 4.3 Some Good News : Things Are Changing 88 5 Conclusion 90 References 91 Cultural Change by Speech: Team Learning and the Role of Interaction 92 1 Introduction 92 2 From Learning Organizations to Team Learning 93 3 Team Learning and Change 94 4 The Team Learning Cycle 95 5 The Management Team in the `Restructionized ́ Organization 96 6 Team Spirit 97 7 Team Action 99 8 Team Reflection 100 9 Integrity, the Lever to Change 101 10 From Individual, to Team, to Organizational Change 102 11 Conclusions and Implications 103 References 104 Strengthening Leader ́s Impact and Ability to Manage Change Through Group Coaching 106 1 Introduction 106 2 Theoretical Background 107 2.1 Leadership 107 2.2 Coaching 107 2.3 Trust 108 3 Author ́s Theoretical Model for Empirical Study 109 4 Empirical Study 110 4.1 Hypothesis for Empirical Study 110 4.2 Method 111 4.3 Scales 111 4.4 Results 112 5 Conclusion and Discussion 117 References 120 Implementing Strategy Means Changes for Employees 123 1 Introduction 123 1.1 How Do Employees Perceive Their Role in Strategy Work and How Do They See They Could Have a More Active and Engaged Role i... 125 2 Literature Review 125 2.1 Strategic Change, Strategy Process and Strategy Work 126 2.2 Employee ́s Role and Engagement in Strategy Work 127 3 Methodology 129 4 Results 131 4.1 Employees ́ Roles in Strategy Work 131 4.2 Modeling of Employee ́s Role in Strategy Work 135 5 Conclusions 136 References 138 Successful Organizational Change Through Overcoming Risks 142 1 Organizational Change and Risks: Reasons for Resistance 143 2 The Impact of Risky Organizational Change on the Utility of a Risk-Averse Staff 145 2.1 Risk Affinity and Employment 145 2.2 The Effect of Risky Organizational Change 148 3 Approaches for Increasing the Willingness to Bear Risks 151 3.1 Compensation to Increase the Willingness to Bear Risks 151 3.2 Governance Structures to Reduce Individual Risks 153 3.3 Governance Structures for a Reduction of the Impact of Risks 155 4 Discussion 157 4.1 Governance Structures to Successfully Manage Intended and Unintended Risks with Risk-Averse Employees 157 4.2 Overcoming Misperception through Information, Communication, and Participation in Combination with Governance Structures 159 4.3 Limitations 159 5 Conclusion 161 References 161 Resistance to Institutional and Organizational Change: An Individual Perspective 165 1 Introduction 165 2 Theoretical Framework 166 2.1 Reactions to Organizational Changes 166 3 Empirical Study 167 3.1 Types of Changes 168 3.2 Reactions to Change 169 3.3 Learning Experience 171 4 Discussions and Conclusions 172 References 176 Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector Univers... 178 1 Introduction 178 2 Nature, Source and Symptoms of Workplace Stress 179 3 Change Management Practices 180 4 Methodology 182 4.1 Background to the Case Study Organisation 182 4.2 Data Collection 183 4.3 The Participants 184 5 Findings 184 5.1 Interviews with Academics 184 5.2 Academic Concerns 185 6 Conclusion 187 References 188 Organizational Development in an International Context: A Story of Planned Change and Attempt to Induce High Involvement 190 1 Introduction 190 2 DanCorp Group 191 3 DanCorp China Ltd. 192 4 Theoretical Basis 193 5 The Organizational Development Process of DanCorp China Ltd. 194 6 The Challenges 198 7 Postscript 198 References 199 Agile Management for Organizational Change and Development 201 1 Introduction 201 2 Definitions and Status Quo 202 2.1 Agility 202 2.2 Project Management 204 2.3 Change Management 205 2.4 Organizational Development 206 3 Discussion 208 3.1 The Relationship Between Management Concepts and Organizational Development 208 3.1.1 Project Management for Organizational Development 208 3.1.2 Change Management for Organizational Development 209 3.2 Agile Management as a New Approach 210 3.2.1 Agility as a Framework 210 3.2.2 Agile Management for Organizational Change and Development 211 3.2.3 Agile Management and the Role of the Individual 212 3.2.4 Benefits and Implications for the Individual 212 3.2.5 Limitations of the Agile Management Concept 214 4 Conclusion 215 References 215 Challenging Notions of ``Change ́ ́ and ``Change Management ́ ́ 218 1 Introduction 218 2 Initial Points 219 3 Perspectives on Change: A Glance 220 4 Making Sense of Change and Its Language 224 5 Closing Questions 229 References 229 Strange Encounter: An Inquiry into the Popularity of Participation in Organizations 232 1 The Problem 232 1.1 The Momentum of Participation 232 1.2 Theoretical Access 234 1.3 The Phenomena in Question: Organizations 234 2 The Career of Participation Semantics 235 2.1 The Semantic and Structural Origins: Part and Whole 235 2.2 Socio-Structural Upheavals 236 2.3 Old Semantics and New Structures 238 2.4 The Emergence of Equality: Amplifying the Semantics of Participation 239 2.5 A Summary 240 3 Participation and Decisions: Three Dimensions 241 3.1 Organizations as Inclusion Mechanisms into Functional Milieus and into `Lebenswelt ́ 241 3.2 Inclusion as Membership 242 3.3 Relevance Influencing Decisions 243 3.4 Contact in the Interactive Shaping of Organizational Realities 247 4 Conclusion: Function and Consequences of Participation 249 References 251 Leadership and Transformation 255 1 Concepts of Leadership 255 2 Transition to Transformation to Inspiration 256 3 Challenges and Influences of Leadership 257 4 Leadership as a Helping Process 257 5 Leadership as Leadership System 258 6 Transformation (Models) as an Architecture for Change: Preferred Futuring by Ron Lippitt 260 7 Transformation as an Architecture of Change: Transition curve 261 8 Transformation as an Architecture of Change: Theory U 261 9 Leadership and Transformation: Trends of the future 262 10 Conclusion 263 References 263 Front Matter....Pages i-xv At the Heart: Human Beings in Organizations....Pages 1-8 The Rediscovery of the Human Being and the Future of Change Management....Pages 9-18 The Human Role Within Organizational Change: A Complex System Perspective....Pages 19-31 Looking Through Someone Else’s Eyes: Exploring Perceptions of Organizational Change....Pages 33-58 The Role of Management Development in Change Management: The Example of Financial Markets....Pages 59-76 Cultural Change by Speech: Team Learning and the Role of Interaction....Pages 77-90 Strengthening Leader’s Impact and Ability to Manage Change Through Group Coaching....Pages 91-107 Implementing Strategy Means Changes for Employees....Pages 109-127 Successful Organizational Change Through Overcoming Risks....Pages 129-151 Resistance to Institutional and Organizational Change: An Individual Perspective....Pages 153-165 Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector University in the UK....Pages 167-178 Organizational Development in an International Context: A Story of Planned Change and Attempt to Induce High Involvement....Pages 179-189 Agile Management for Organizational Change and Development....Pages 191-207 Challenging Notions of “Change” and “Change Management”....Pages 209-222 Strange Encounter: An Inquiry into the Popularity of Participation in Organizations....Pages 223-245 Leadership and Transformation....Pages 247-255