Tom Ward, MPA University Ombudsman for Staff Clemson University. Overview

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1 Challenges and Opportunities for Organizational Ombuds Tom Ward, MPA University Ombudsman for Staff Clemson University Overview Why this topic? Organizational change complexity and ramifications Motivation for change Types of organizational change Common resistance in designing, implementing and managing change The role of the organizational ombudsman Q&A/discussion 2 1

2 Why this topic? Changes within organizations often create predictable tensions and conflict(s). Organizational ombudsmen can help minimize the negative impact of tensions and conflict(s). 3 Organizational Change: Complexity and Ramifications Organizational change is often overcomplicated by bad execution and lack of clarity and a plan. 4 2

3 Organizational Change: Complexity and Ramifications Organizations don't change. People do, or they don't If staff don't trust leadership, don't share the organization's vision, don't buy into the reason for change, and aren't included in the planning, there will be no successful change regardless of how brilliant the strategy. 1 Change Management Wisdom Strategy, Planning, and Communication During Change By Susan M. Heathfield 5 The Challenge for Successful Organizations: Esprit de Corps Morale of a group, a term used for the capacity of people to maintain belief in an institution or a goal. The capacity of a group of people to pull together persistently and consistently in pursuit of a common purpose, particularly in times of stress or controversy. 6 3

4 Motivation for Organizational Change What influences an organization to make changes? External factors/forces Internal factors/forces How do organizations go about designing change processes? What role can an organizational ombudsman play throughout a change process? 7 Types of Organizational Change Changes in ownership/control Company reorganization/restructuring Changes in management Changes in type, use and conditions of employees Changes in consultation Change in influence of trade unions Change in customer expectations Changes in quality management issues Change in market conditions/competition Change in legislation/government policy/regulation Changes in technology 8 4

5 Common reasons why people resist change 8 Perceptions: people perceive the risk of changing is greater than whatever the consequence is of not changing. Familiarity: People feel connected to the old way. Beliefs: People genuinely believe that the proposed change is a bad idea. 9 Common Factors Leading to Resistance 2 What are some of the common factors that lead to resistance to organizational change? 3 Lack of consistent, quality communication Lack of understanding of change initiative and rationale Management inconsistency Leaders may lose confidence in change process if business results are disappointing. Sustainability gets challenged by change in personnel and length of time to institute change Management relationships: Confidence and trust Management style Employee relationships: Participation 10 5

6 Organizational Culture Change: Research Findings 3 Why is organizational culture important? Organizational culture change represents the second most prevalent type of organizational change (28+%). (source: Smith, ) Culture change usually occurs in combination with other types of change Organizational Culture Change: Research Findings 3 19 % of culture change efforts have positive outcomes. Success is more likely when sponsors of the change effort are perceived to be organizational leaders other than executive (President, CEO/COO, etc.) Competition, customer input and complaints are common reasons for change. Success most highly correlates with the following perceptions: change and innovation are rewarded, the change effort was kept small and manageable, a dedicated, capable project team was assigned to the project, there was visible support from the sponsor throughout the project, and progress was tracked and publicized. Failure correlated most strongly correlates with ineffective, missing or conflicting leadership and a clash with the existing culture. 12 6

7 Organizational Change: Learning from Research 3 Two items of significance related to success of culture change: the change was part of your stated business strategy, and change and innovation are rewarded in your organization. Culture change should be closely related to business strategy. Managers showed limited awareness of many of the most significant success factors and barriers to culture change. The role of the sponsor of change effort is critical in: Positioning the culture initiative as part of the business strategy Developing sustaining support for the change among key executives and stakeholders Organizing resources and protecting project commitments from other organizational priorities, Communication throughout a change process is critical to developing and maintaining stakeholder support. How can OO s use this information in their practice to bring value to their organizations? 13 Organizational Change: Learning from Research 3 Executive and departmental leadership should be on the same page in support of the change. Executive leadership controls strategy and resources while middle management coordinates deployment of resources to accomplish strategic objectives. Given low success rates, developing viable contingency strategies to use if/when barriers are encountered. Planning should emphasize keeping change manageable: Phasing the change effort. Involving the management hierarchy. Determine successive approximation targets. Succession planning How can OO s use this information in their practice to bring value to their organizations? 14 7

8 Q&A/Discussion Questions Discussion Evaluation 15 References 1. Change Management Wisdom: Strategy, Planning, and Communication During Change, By Susan M. Heathfield (About.com: Human Resources) 2. Resistance to Organizational Change: Linking Research and Practice. Dennis G. Erwin and Andrew N. Garman. Leadership & Organization Development Journal. Vol. 31 No. 1, 2010, pp Changing an Organisation s Culture: Correlates of Success and Failure. Martin E. Smith, (2003), Leadership & Organization Development Journal, Vol. 24 Issue: 5 4. Organizational Culture and Leadership. Schein, E.H. (1992), 2nd ed., Jossey-Bass, San Francisco, CA 5. Organizational Theory: Modern, Symbolic and Postmodern Perspectives. Hatch, Mary Jo. (1997). Oxford University Press. 6. Beyond ADR: A Systems Approach to Conflict Management. Lynch, J. F., (July, 2001) Negotiation Journal: pp The Biggest Mistakes in Managing Change by Carol Kinsey Goman, Ph.D. Innovative Leader Volume 9, Number 12, December Managing Organizational Change, 3 rd Edition by Patrick E. Conner, Linda K Lake, Richard W. Stackman (Greenwood Publishing Group, Inc., 2003) 9. Organizational Change and Development, Carter McNamara, PhD, Authenticity Consulting. LLC. (Managementhelp.org) 10. Failed Culture Change Aimed at More Service Provision: A Test of Three Agentic Factors,.Petra Yolanda Jorritsma, Celeste Wilderom, (2012). Journal of Organizational Change Management, Vol. 25 Issue: Workplace Change and Employee Mental Health: Results from a Longitudinal Study. Loretto, W., Platt, S. and Popham, F. (2010),. British Journal of Management, 21: Understanding Failure to Change: A Pluralistic Approach and Five Patterns. Renate A. Werkman, Leadership & Organization Development Journal, Vol. 30 No. 7, 2009, pp