Managing Change and Organization Development

Thursday, September 11th, 2008
Kurt Motamedi, Senior Faculty in Strategy at Pepperdine University, is talking about  managing change as a function of knowledge management and organizational development.

Change has multiple facets

Knowledge drives change; change drive knowledge
knowledge is dynamic; it's not stationary
Organizational development is a knowldge-based process.


Unmanaged Change

Revolutionary (ideas)
Disruptive (e.g. solid state transistor)
Frame Breaking (something that changes your life)
Knowledge is compounding (Much of our knowledge comes from the past, it compounds)

Managed Change


Attributes of Change

Length (organizational, emotional, etc)

Static Change and Causality

Stimulus ===> Effect (I do something and something happens)

Stimulus ===> Intended Effect (I desire something, did it happen?)

Intervening between stimulus and effect to bring about the desired outcome.

Ask: Why is this change desirable?

Most of our knowledge is historical; we have very little knowledge about the future.  Be careful about constructing reality. (Consider his story about how families approach Disney).

Not all change can be planned

Intended change
deliberate change
unrealized change
emergent change
realized change

Not all change can be managed

Knowledge and Change

Knowledge brings change - change brings knowledge

Managing change is single loop learning; developmental change is double loop and takes knowledge (see slide).

Generating Knowledge

Environment --> Knowledge
Knowledge --> Plan (Strategy)
Plan --> Implement
Implement --> Result
Results - Learn --> New Knowledge

But time continues while we often think of the above as static

Change Management is Dynamic

the effects we experience are the result of actions taken in the past based which are the results of decisions made previously (and so on)

When considering strategic planning and change (or knowledge management), consider TIME in the equation.

(Organization Illustration)

Factors we need to keep in mind: TIME, Evolving nature of culture, and industry and market. These all influence change.
Levers of change: Technology, social, management, style, depth of change, breadth of change, and objectives. the levers of change are embedded in the management system.

But keep culture in mind because it is a key component of change.

Focus and Alignment are Essential to Implementing Change

Technology and Knowledge Systems
Social Systems
Management Systems
Organizational Culture
Financial, Physical & Human Resources

Planning and managing the transition of change

Current state ==> transition phase ==. Future state

We are prisoners of what we have experienced in the past. Our knowledge could be an advantage, it could be a burden. We need to know that what we know affects our outcome.

There is great resistance to change., but when re pay attention to the reason for the resistance of change, we can learn something. Then, we can remove the restraining forces to bring about the desired outcome.

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