THE CHANGE AGENT

Consultant Practitioner HR/OD Manager MGMT2035

Review Theories of Planned Change

Key Concepts

Approaches to Organisational Change

Rational Change logical, linear (MBO, Lewins field theory, TQM, OD, socio-technical systems) Strategic change business strategy and internal-external fit (decentralised structures, strategic management, cultural change) Action-oriented change the particular and actionable aspects of organisational life; change understood in context
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MODELS OF PLANNED CHANGE

Lewins 3 Phase Model General Model of Planned Change Action Research Model Critique of Planned Change Models Change and Situational Context (Dunphy and Staces contingency model)
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Forces for Change

Week 3: Questions

Organisations are shifting from INDUSTRIAL to INFORMATION organisations. Sustained competitive advantage is realised through teamwork, flexible structures (networks) and global perspectives. Change agents are facilitating these changes; change agents are empowered to make strategic, structural, technological changes (interventions)
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Who is the change agent/consultant? What are some of the typical roles of consultants? What are the advantages and disadvantages of internal and external change agents? As a change agent, what kinds of skills and/or competencies should you ideally have to be considered effective?
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Week 3: Questions
How do consultants differ in terms of styles of behaviour? How do professional values influence the behaviours of consultants? Change agents often face dilemmas when carrying out their roles describe three with examples.

Typical Roles of Consultants

OD consultants solve problems in processes, systems, teams, individuals, organizational cultures, structures, and designs within every area in the organization. They are expected to bring about positive change, improve organizational performance and effectiveness through diagnosis and interventions.
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Typical Roles of Consultants

What is Consulting?
The Traditional View 1. Purchase of expertise 2. Doctor-patient 3. Process consulting
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Confront old ways Help people get out of comfort zones Provide expertise in teambuilding, systems redesign, and other behavioral interventions Question ways of working, facilitate different perspectives (reframe the situation) Help to achieve a healthy, productive organisation Close the gap between the current state and the positive future state
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Process: How things are done Content: What is done

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The Change Agent

The Change Agent

Internal and external consultants Professionals from other disciplines who apply OD practices (e.g. TQM managers, IT/IS managers, compensation and benefits managers) Managers and administrators who apply OD from their line or staff positions

Position

Internal vs. external Ability to straddle boundaries Emotional intelligence

Marginality

Emotional demands

Use of knowledge and experience

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WHY USE A CONSULTANT?

External change agents (disadvantages)

Need extra time to enter the organisation and to gain a working knowledge of it Organisational members may be wary of outsiders They may also be viewed negatively because they are seen as having relatively little invested in the organisation Members believe that if problems arise, the external consultants can simply walk away with little negative consequence

Special knowledge and skill Intensive professional help on a temporary basis Impartial outside viewpoint Justification of management decisions Learning and competence development
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Internal change agents (advantages)

Internal change agents (disadvantages)

They can save time identifying and understanding organisational problems They have intimate knowledge of the organisation, its dynamics, culture and sources of power They have access to a variety of information, including rumours, company reports and direct observations They are usually more easily accepted They can more easily establish rapport and trust
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Loss of objectivity because of their strong ties to the organisation They may be overly cautious, particularly when powerful others can affect their careers They may lack certain skills and experience in facilitating organisational change

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SKILLS AND COMPETENCIES OF AN IDEAL CHANGE AGENT

        

Client vs. consultant knowledge

Use of consultants knowledge and experience
Plans implementation Recommends/prescribes Proposes criteria Feeds back data Probes and gathers data Clarifies and interprets

tolerates ambiguity influences others confronts difficult issues listens well and empathises recognises own feelings and intuitions Conceptualises and analyses Mobilises (motivates) support for change Teaches/mentors others maintains a sense of humour / manages stress
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Use of clients knowledge and experience

Listens and reflects Refuses to become involved

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Consultant styles
HIGH Cheerleader

Consultant Styles

Emphasis on morale

Pathfinder

Two dimensions:

Persuader

1. The degree of emphasis on effectiveness or goal accomplishment 2. The degree of emphasis on relationships, morale, and participant satisfaction
Analyser

Stabiliser LOW LOW

HIGH

Emphasis on effectiveness

Consulting styles can also be differentiated in terms of action (doers) and diagnosis (cognition); teamwork (developers) and authority (directors)
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Consultant Styles

Consultant Styles

Stabiliser do as little as possible, dont rock the boat, follow directives of top management Analyser the rational assessor, assumes facts will lead to solutions; relies on authority. Specialised knowledge and expertise; keeps client in the dark; skills remain with consultant

Cheerleader likes to be liked and respected by the group; avoids confrontations, pushes for high morale and smoothes over conflict Persuader low-risk strategy; avoids direct confrontation. Desire to satisfy, meet stated targets, but never breaks through. Often a compromiser, someone who negotiates deals significant improvement unlikely
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Consultant Styles

Values of Consultants

Pathfinder collaborative problem solving, challenges the status quo, emphasis on teamwork and strategic analysis Styles are not mutually-exclusive; all styles are inter-related and can be effective depending on the nature of the problem, the type of organisation climate, the clients requirements etc.
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Humanistic, collaborative and democratic values (traditional) Strategic flexibility, open-systems, bottom-line performance targets Ecological sustainability

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Values of Consultants
Traditional values People have intrinsic drives to self-actualise (strong personal focus humanistic) Most people will collaborate / work together to solve problems (strong group dynamics focus) Consultants are optimists; strong belief in removing power differentials democracy Contemporary values System fit (OT) in a turbulent, global environment; cost effectiveness; customer satisfaction and service quality

Professional ethics

Ethical guidelines (professional associations) Ethical dilemmas

Sustainability development of human skills and capabilities to enable system compliance with environmental safeguards (triple bottom line); risk management; cleaner production techniques

Misrepresentation Misuse of data Coercion Value and goal conflict Technical ineptitude
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Summary

Summary

Change agents primary role is to bring about positive change in organisations (internal or external consultants) Change agents require strong intrapersonal skills, interpersonal skills and consultation skills The change agent role can be described in terms of a continuum (client centered to consultant centered)
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An ideal consultant listens to others, conceptualises and analyses, confronts difficult issues, and mobilises support for change Change agent face ethical dilemmas if their role(s) are conflicting and/or ambiguous Ethical dilemmas arise around the issues of misrepresentation, coercion, misuse of data, value and goal conflict, and technical ineptitude.
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