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Organizations and their effectiveness-2016/Key concept definitions
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== Change process == === Melissa === I've used this term a few times in the workshop, but what I mean by it doesn't match the primary organizations literature on change processes. Using Bob's three views of organizations lens, I would characterize the literature to date as the top left - cool blue design - because it is focused mostly on cognition. (Ed Schien's essay summarizes the most popular theory - Kurt Lewin's unfreeze-change-refreeze framework) My intended meaning relates more to the top right on Bob's diagram - red hot politics. There are many studies that relate to this intended meaning, but they are not neatly lumped into a change theory literature. Change process in this way of thinking relates to the interactions and conditions under which a role structure is changed. Anytime a role structure is being changed, there is a possibility of status or power loss for at least one of the role groups. In a constructive change process, there is a predefined agreed-on fair process for how this will get worked out. Like hiring decisions in an acadmic department - one sub-group hiring disrupts the balance of power in the department, but if everyone has agreed that every sub-group gets a turn to hire round-robin, then the hiring process will go smoothly and at the end, everyone will have gotten a turn. The key here is "procedural justice" - the process, whatever it is, has to be agreed upon as fair so that everyone will accept an outcome that isn't their own best outcome. But there are many other ways a role structure can change. Think of Kate's study. The defenders felt that the new hand-off practice was a threat to their status (i.e., other roles in the role structure would have gained footing and they would have lost footing) so they fought the change. The reformers had to hide in the free space and figure out how to work around the defenders to get the change they wanted. As another example, in my second ER study, the change to organize nurses and doctors into pods was handled differently at different ERs. At one ER, there were many cross-occupational town halls where everyone got to brainstorm, ask questions, air grievances, etc. Then they piloted the pods and had more town halls to talk about what had happened and made adjustments and piloted them again. At another one, the ER medical director asked for feedback one time in single occupational groups and then (according to the residents and nurses) ignored the feedback and did what he wanted anyway. All communication came down in silos. Unsurprisingly, the first ER got to a new equilibrium and the second one did not. The change process was not seen as fair and it didn't give people a change to co-construct a new role structure that worked for everyone. I'm going to think more about how to summarize the conditions and interactions across all these diverse studies, there's got to be a general framework here. Can post more on that later.
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