Psychology 992
Organizational
Development and Change
Instructor: J.
Kevin Ford Office Hours:
315 Psychology Building
Wed 11:00-12:00 or appt.
Fordjk@msu.edu 353-5006
Course
Description
This
course is a seminar for doctoral students in fields related to human resource
development. It provides an in-depth
examination of the field of organizational development (OD) from both
scientific and practitioner perspectives.
Substantive issues related to organizational diagnosis and planned
change are reviewed and critically analyzed.
Ethical issues and dilemmas faced by change agents are also
explored. Various individuals from
academia, industry, and consulting who have direct experience as change agents
will describe the implementation of and impediments to organizational
change. These facilitators bring a
diversity of viewpoints, values, and belief systems about change to the
course. You should be prepared to
reflect upon your own perspectives, beliefs and values and how they affect your
view of the world around you and the issues involved with OD. You will also have hands on experience with
specific organizational development techniques and methods.
Readings
and Course Structure
Required
book: Schein, E. Process consultation (2nd
edition).
In
addition, readings from journals and book chapters are assigned for each
session. The guest speakers may also
assign additional readings.
Evaluation
Course
evaluation is based on four criteria: (1) active participation in the course
including leading a discussion in class (20%); (2) drill down on a particular
issue that is of interest of each individual student; (20%); (3) outcomes from
learning circles – working in teams around cases, key questions, preparation
for presenters that is done prior to class
(40%) (4) final take home examination on core issues, concepts, and self
reflection (20%).
A
major expectation for the course is one of active participation and a
willingness to explore yourself and your value system and conceptions of
change. More information on the
assignments will be given in class.
Topics
August
30 Introduction
and Historical Overview
Sept
13 Foundations
of OD
Sept
20 Values
and Ethics
Sept 27 The Study
of Organizational Change: Producing Useful Knowledge
Oct
4 The
Consultant Role
Presenter:
Dr. Steve Kaagan
Educational Administration
Michigan
State University
Oct 11 Large
Scale Interventions and Systems Thinking
Presenter: Dr. David Binder
J. P. MorganChase
New York, NY
Oct 18 Process
Consultation and OD Techniques Revisited
Oct 25 Leading
Change
Presenter: Larry Schultz
Great Lakes Industries
Jackson, MI
http://www.greatlakesind.com/
Nov 01 Large Scale
Interventions: Whole Scale Change and Empowering people
Presenter: Bev Seiford
of Dannemiller/Tyson & Associates, Ann Arbor,
Michigan
bseiford@mindspring.com
http://www.dannemillertyson.com
Nov 08 Cultural
Change
Presenter: Cori Davis:
Deloitte Consulting LLP
Chicago, Ill
www.Deloitte.com
Nov 15 Building Capabilities
for Change and Learning
Presenter; Pennie Foster Fishman
Department
of Psychology
Michigan
State University
Nov
22 OD
Effectiveness: The evidence
Presenter:
Bill Mothersell
School
of Management
Grand
Valley State University
Nov 29 The Study
of Change and Why OD Succeeds and Fails Presenter:
Alicia Winkler
Sears Corporation
Chicago, Ill
Dec06 Back to
the Future
Dec
13 12:45
– 2:45: Reflections on course
August 30: Introduction and Historical
Overview
Recommended Readings:
French,
W., & Bell, C. (l995). Organizational
Development. 5th edition, Prentice Hall. Chapter 3;
Coch, L., & French, J.
(l948). Overcoming resistance to
change. Human Relations, 34,
512-536.
Mirvis, P. (l988). Organizational
development: An evolutionary perspective. Research in Organizational Change
and Development, 2, 1-57.
Ford,
J.K. (2002). Organizational change and development: Fundamental principles,
core dilemmas, and leadership challenges in the move toward a community
policing strategy. In M. Morash and J. K. Ford
(Eds.). The move to community policing: Making change happen. Sage
Publications.
Cutcher-Gershenfeld & Ford, Chapters 1
& 2
French
and Bell (1999). Organizational Development: Chapter 5 - OD Foundations
Sewell,
G. (2001). What goes around, comes around: Inventing a mythology of teamwork
and empowerment. Journal of Applied Behavioral Science, 37, 70-89.
Dent,
E., & Goldberg, S. (1999). Challenging “resistance to change”. Journal of
Applied Behavioral Science, 35, 25-41.
O’Reilly,
C., & Tushman, M. (2004). The ambidextrous
organization. Harvard Business Review.
Bartunek, J., & Moch, M. (l987). First, second, and third order change and
organizational development interventions:
A cognitive approach. Journal of Applied Behavioral Science, 23,
483 - 500.
Hurley,
R.F., Church, A.H., Burke, W., & Van Eynde, D.F.
(1997). Tension, change, and values in OD.
In Van Eynde, Hoy, Van Eynde
(eds.), Organization Development Classics. San Francisco: Jossey-Bass.
Gellermann, W., Frankel, M., & Ladenson, R. (l990). Values and ethics in organization and
human systems development. Chapter 4.
White,
and Wooten (l983). Ethical dilemmas in various stages of organizational
development. Academy of Management Review, 8, 690-697.
McLean,
G.N., & DeVogel, S.H. (2002). Organizational
development ethics. In J. Waclawski & A. Church
(Eds.). Organizational Development: A data-driven approach to organizational
change. San Francisco: Jossey-Bass.
Levinson,
H. (2002). Organizational assessment. Chapter 2: Ethical problems and
consultant roles. Washington D.C.: APA.
Parker,
M., & Slaughter, J. (1988). Management by stress.
Gersick,
C. (1991). Revolutionary change theories: A multi-level exploration of the
punctuated equilibrium paradigm. Academy of Management Review, 16, 10-36.
French
and Bell (1999). Organizational Development. Chapter 7; Action research
Argyris, C. Kurt Lewin
Award Lecture: Field theory as a basis for scholarly consulting. Journal of
Social Issues, 53, 809-824.
Blumberg, M., & Pringle, C.
(1983). How control groups can cause loss of control in action research: The
case of Rushton Coal Mine. Journal of Applied
Behavioral Science, 19, 409-425.
Gavin,
J. (l984). Survey feedback: The
perspectives of science and practice. Group
and organization Studies, 9, 29 - 70.
Roth,
E. (2000). Developing a Learning History. Harvard
Business Review
Levinson,
H. (2002). Organizational assessment. Chapter 3: Example of assessment.
Washington D.C.: APA.
Van de
Ven, A., & Poole, M. (1995). Explaining
development and change in organizations. Academy of Management Review, 20,
510-540.
Presenter:
Steve Kaagan
Kaagan, S. (1999). Leadership games.
Introduction.
Schein, E. (1999). Process consultation revisited. Part I (chapters 1 – 4)
Harrison,
R. (l970). Choosing the depth of organizational intervention. The Journal of
Applied Behavioral Science, 6, 181-202.
Kahn,
W. (2004). Facilitating and undermining organizational change. Journal of
Applied Behavioral Science, 40, 7-30.
Marshak, R.J. (1997). The Tao of change. In
Van Eynde, Hoy, Van Eynde
(eds.), Organization Development Classics. San Francisco: Jossey-Bass
Presenter:
Dave Binder:
Cameron,
K.S., Quinn, R.E. (1999). Diagnosing and
changing organizational culture. Chapters 1, 3, & 5 Reading, MA:
Addison-Wesley.
Nadler, D. (1996). Setting
expectations and reporting results: Conversations with top management. In A.
Kraut (ed). Organizational surveys.: Tools for assessment and change.
Schneider,
B., Hanges, P., Smith, D., & Salvaggio,
A. (2003). Which comes first: Employee attitudes or organizational financial
and market performance? Journal of Applied Psychology, 88, 836-851.
Meyerson, D. (2001). Radical change the quiet way. Harvard Business Review.
Schein, E. (1999). Process consultation revisited Part II (chapters 5 and 6).
Shea, G., & Berg, D. (1987).
Analyzing the development of an OD practitioner. Journal of Applied Behavioral
Science, 23, 315-336.
Walter,
G.A. (1984). Organizational development and individual rights. Journal of
Applied Behavioral Science, 20, 423-439.
Goldstein,
J. (1991). Beyond Lewin’s force field: A new model
for organizational change interventions.
Wheatley,
M.J. (1994). Leadership and the new science. Chapters 1 & 5. San Francisco: Barrett-Koeler.
Block,
P. (199x). Stewardship: Choosing service over self interest. (chapters 1 & 2). San Francisco: Berrett-Koehler
Zaccaro, S., & Banks, D. (2001). Leadership, vision, and organizational
effectiveness. In S. Zaccaro, and R. Klimoski (eds.) The nature of organizational leadership. Jossey-Bass.
Waclawski and Church (2002) Chapter 2
Hambrick, D. & Fredrickson, J. (2001). Are you sure you have a strategy?
Academy of Management Executive, 15, 48-59.
Argyris, C. (1994). Teaching smart people how to learn. Harvard Business Review.
Huy, Q. (2001). Time, temporal
capability, and planned change. Academy of management Review, 26, 601-623.
Presenter:
Bev Seford
Dannemiller, K., James, S., Tolchinsky, P. (1999). Whole scale change. In P. Holman & T. Devane (eds.) The change handbook. San Francisco: Berrett-Koehler.
Blixt, A.B., & James. S.L. (2004). Accelerating strategic change. Learning
Organization.
Cady,
S., & Dannemiller, K. (forthcoming). Whole system
transformation: The 5 Truths of change. Practicing OD.
Waclawski and Church (2002) Chapter 11 Large scale interventions
Schein, E. (1999). Process consulting revisited. Part III
(chapters 7, 8, 9, 10).
Zell, D. (2003). Organizational change as a process of death, dying and rebirth. Journal of Applied Behavioral Science, 39, 73-96.,
Davis,
C. & Ford, J.K. (2002). Using assessment tools to jump-start the move to
community policing. In M. Morash and J. K. Ford
(Eds.). The move to community policing: Making change happen. Sage Publications
(Chapter 2).
Whelan-Berry, K., Gordon, J., & Hinings, C. (2003). Strengthening organizational change processes. Journal of Applied Behavioral Science, 39, 186-207.
Oreg. S. (2003). Resistance to
change: Developing an individual difference measure. Journal of Applied
Psychology, 88, 680-693.
Eijnatten, F. (2001). Developments in
socio-technical systems design.
Kaplan,
R. & Norton, D. (1992). The balanced scorecard – Measures that drive
performance. Harvard Business Review.
November
15: Teams/Collaboration
Presenter:
Pennie Foster Fishman
Foster-Fishman,
P., & Associates (2004). Beyond Assets and Strengths: The Power of Hope in Bulding
Neighborhood Capacity to Change
Foster-Fishman,
P., Salem, D., Allen, N., & Fahrbach, K. (2001).
Facilitating interorganizational collaboration: The
contributions of interorganizational alliances.
American Journal of Community Psychology, 29, 875-905.
Lipshitz, R., Popper, M., & Friedman, V. (2002). A multifaceted model of
organizational learning. Journal of Applied Behavioral Science, 38, 78-98.
Gravenhorst, K., Werkman,
R., & Boonstra, J. (2003). The change capacity of
organizations: General assessment and five configurations. Applied Psychology:
An International Review, 52, 83-105.
Mohrman, S., Tenkasi, R., & Mohrman,
A. (2003). The role of networks in fundamental organizational change. Journal
of Applied Behaivoral Science, 39, 301-323.
Waclawski and Church (2002). Chapter 6; OD and the bottom line.
Parker,
S. (2003). Longitudinal effects of lean production on employee outcomes and the
mediating role of work characteristics. Journal of Applied Psychology, 88,
620-634.
Waclaski, J. (2002). Large scale
organizational change and performance: An empirical investigation. Human Resource
Development Quarterly, 13, 289-305.
Ellinger, A., Ellinger,
A., Yang, B., & Howton, S. (2002). The
relationship between the learning organization concept and firms’ financial
performance: An empirical assessment. Human Resource Development Quarterly, 13,
5-29.
Coyle-Shapiro,
J. (2002). Changing employee attitudes: The independent effects of TQM and
profit sharing on continuous improvement orientations. Journal of Applied
Behavioral Science, 38, 57-77
Amis, J., Slack, T., & Hinngs, C. (2004). The
pace, sequence, and linearity of radical change. Academy of Management Journal,
47, 15-39.
Dutton,
J., Ashford, S., O’Neill, R., & Larence, K.
(2003). Moves that matter: issue selling and organizational change. Academy of
Management Journal, 44, 716-736.
Isabella,
L. (1999). Evolving interpretations as a change unfolds: How managers construe
key organizational events. Academy of Management Journal, 333, 7-41.
Rousseau, D., & Tijoriwala, S. (1999). What’s a good reason for change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84, 514-528.
Stevenson,
W., Bartunek, J., & Borgatti,
S. (2003). Front and backstage processes of an organizational restructuring
effort. Journal of Applied Behavioral Science, 39, 243-258.
Molinsky, A. (1999). Sanding down the
edges: paradoxical impediments to organizational change. Journal of Applied Behavioral Science, 35,
8-24.
Schein, E. (1999). Process consultation. Part IV (chapters 11 and 12)
Waclawski and Church (2002) Chapter 16
Weisbord, M. (l984). The cat in the hat breaks through: Reflection on ODs past, present, and
future. In D. Warrick
(ed) Contemporary Organizational Development.
Worley,
C.G., & Feyerherm, A.E. (2003). Reflections on the future of organizational
development. Journal of Applied Behavioral Science, 39, 97-115.
Wheatley,
M.J. (1994). Leadership and the new science. Chapter8. San Francisco: Barrett-Koeler.
Hart,
S., & Milstein, M. (2003). Creating sustainable
value. Academy of Management Executive, 17, 56-69.