1.

Catalyst change: Leading change and Innovation in the

Amiler, Marlowe June I. Public Sector
Betaizar, Jenny S. 2. Situational Approach and Psycho-dynamic Approach
3. Culture and Leadership
Ferman, Feli Mae P. 4. Promoting a Culture of Innovation and Learning
Pabelic, Felipe Jr. I. 5. Team Leadership
6. Safety Leadership

MPA 204: Executive Leadership & Supervisory Development

Felipe I. Pabelic, Jr. MPA 1Y2-10
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 • Organizational Change
- Any alteration of an
organization's people, structure, or
technology
• The external forces that create the need for
organizational change come from various sources:
- Marketplace
- Technology
- Government laws and regulations
- Economy
- Labor markets.
Forces for Change
• Environmental Forces
- Customers
- Competitors
- Technology
- Economic
- International arena

• Internal Forces
- activities and decisions
Model Change Sequence of Event
• Organization Development (OD)
- Efforts that assist organizational members
with a planned change by focusing on their
attitudes and values
 • Creativity
- The ability to combine ideas in a unique way or to make
unusual associations between ideas
• Innovation
- The process of taking a creative idea and turning it into a
useful product, service, or method of operation.
 • Idea Champions
- Individuals who actively and
enthusiastically support new ideas,
build support for, overcome
resistance to, and ensure that
innovations are implemented
Characteristics of Creative People
• Conceptual fluency
• Open-minded
• Originality
• Less authority
• Independence Self-confidence
• Playfulness
• Undisciplined exploration
• Curiosity
• Persistence
• Commitment-Focused approach
Idea Champion
Change does not occur by itself

A person who sees the need for and

Champions productive change within the
organization
Four Roles in Organizational Change
Championing an idea successfully requires roles in
organization
Open Innovation
• Extending the search for and commercialization
of new ideas beyond the boundaries of the
organization
• The boundaries between an organization and its
environment are becoming porous so that ideas
flow back and forth among different companies
that engage in partnerships, joint ventures,
licensing agreements, and other alliances
Types of Organizational Change
Organizational Change
• Technology: General rule change is bottom up
• New product:
• Horizontal linkage model emphasizes shared development
of innovations among several departments
• Time-based competition is based on the ability to deliver
products and services faster than competitors
• Structure: Successful change through a top-down
approach
• Culture/people:
• Training is the most frequently used tool for changing the
organization's mind-set
Structural Changes
Any change in the way in which the organization is
designed and managed

• Hierarchy of authority
• Goals
• Structural characteristics
• Administrative procedures
• Management systems
Culture-People Changes

• Changes in structure, technologies, and

products or services do not happen on
their own

• Changes in any of these areas require

changes in people
Organization Development
Problems OD Can Address

Application of behavioral science techniques to improve

an organization's health and effectiveness through its
ability to cope with environmental changes, improve
internal relationships, and increase learning and
problem-solving capabilities
- Change replaces the known with uncertainty
- We do things out of habit
- Fear of losing something already possessed

What are the techniques for

reducing resistance to change?
Resistance to Change
• Self-Interest: fear of personal loss is perhaps the
biggest obstacle to organizational change Lack of
Understanding and
• Trust: do not understand the intended purpose of a
change or distrust the intentions
• Uncertainty: lack of information about future events
• Different Assessments and Goals: people who will be
affected by innovation may assess the situation
differently.
 Force-Field Analysis (Kurt Lewin)
The process of determining which forces drive and
which resist a proposed change
• Driving Forces
- Thought of as problems or opportunities that provide
motivation for change

• Restraining Forces (Barriers)

- Lack of resources
- Resistance from middle managers
- Inadequate employee skills
• Team-Building
- Using activities to help work groups set goals,
develop positive interpersonal relationships, and
clarify the roles and responsibilities of each team
member
• Intergroup Development
- Activities that attempt to make several work
groups more cohesive
OD Activities