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17/06/2019 – M2018OD009

Today is my first class of Large Scale Intervention Process. I was not able to attend the class because I was on the way to Mumbai. I didn’t get a train ticket so I have to travel through bus and bus reached Mumbai 3 hrs late.
So for this class I didn’t have any idea what happened but I read a chapter of the book my group has assigned for me for the next class. The chapter was on whole system transformation and the book talks about five truths of whole system transformation. I found it very common because most of the OD diagnosing model also talked about these truths. I came to know through the book that there are some 5 to 6 masters in OD who gave these truths and based on these truths anybody can create his/her own model. These five truths are System, Purpose, Journey, Theory, Values .i.e. Every transformation should have systemic view, try to assess the problem with whole system perspective, It should have purpose driven, Transformation should have been proper planned and based on action learning. Transformation should have been based on standard models and it is also follow the OD values.
In today’s class I study how change happens in organization. How change start in organization mainly in two ways
  1. When organization is in crisis
  2. When organization is running smoothly but they want to plan for future
The formula of large scale change is Dissatisfaction x Vision x First action > Resistance to change and how it plays out in different scenario.
When organization is in crisis dissatisfaction is the main driver, it motivates the company to take first action.
When organization is not in crisis vision is the main driver of change, it starts dissatisfaction in the organization which motivates to take first action and change happen. Generally when things are going well organization has more time to create a proper vision and plan the change accordingly. Action which starts from vision will become more successful.
In Large scale changes you should work with heterogeneous groups. In large scale changes we should also include the frontline employees because intangibles are more important at bottom so the approach we should follow Is bottom up approach.
We also studied what are support systems we should create in the organization which will help to recognize the triggers for need for change. These support systems are
  1. Create permeable boundaries so that we can get feedback from our environment, customer, vendors etc. very easily, which will help to understand the need for change.
  2. In an organization job rotation should be there which will help to understand the distortions in the organization.
  3. Any support function which will help employees and other people to share their information.

Before implementing large scale change we should do a pilot to understand the inefficiencies in the change so that we can understand the necessary problems we need to fix before implementing the change in the organization.
Large scale changes should be implemented in phased manner so that it will give time for people to adapt and accept the changes.
So mainly in the class we found that when you challenge the prevalent truth and treat the truth like and assumption and use that arrogance to create your own truth, when change comes in the organization.

Comments

  1. Shashank Vihari_MSVSeptember 4, 2019 at 9:23 AM

    I was already aware of the formula of large scale change is Dissatisfaction x Vision x First action > Resistance when we had this class. But what came up as a surprise was that each of the phenomenon on the left hand side of the equation can be the starting points of the action. I was under the impression that, dissatisfaction should always come first, before one can draft the future vision and then take up first steps.
    In today's class we did discuss how when everything is alright, the vision by itself provides a driver for change. The example that comes to my mind is that of IBM value jam.
    One of the classic examples of how first steps lead to dissatisfaction leading to a chnage in vision is that of General Motors. The multidivisional structure at General Motors did not come as a response to administrative needs resulting from a strategy of diversification. Rather, it's innovators saw it as a new way of administering a combination or federation of enterprises. Once the better way of working was realised there was widespread dissatisfaction which eventually lead to adopting this strategy officially.

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  2. swapnilSeptember 6, 2019 at 4:06 AM

    I would like to discuss on the point, where you have beautifully explained how the organisations are in crisis change differently than organisations which change vision to create dissatisfaction. Off-course one can say that organisation is in crisis because it has an irrelevant vision. Change is associated with vision, no matter if organisation is in crisis or not.
    IBM in 2010 had conducted interviews with more than 1,500 CEOs which manage firms in complex environment across globe. More than 75% of the CEOs felt the complexity of the businesses is going to increase and so the rate of rapidly changing strategy which is one of the biggest issues they are going to face in the future. In 2019, we can feel this as a reality. The business environment is changing rapidly and this environment – system is getting bigger and bigger. Most of the parts of this large system are difficult to see, controlling them is different ballgame altogether. Tacit understanding of Large Scale Interventions can be the savior in these ever changing complex times.

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