Page 142 - Managing Change in Organizations

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Blocks to problem solving and change
them find expression, then to evaluate realistically, to apply them and learn from
our experience and then to change.
Thus a simple model drawn from the work of Argyris is as set out in Figure 8.1.
In essence the various counterproductive norms focus decision-makers’ attention
on the simple issues, often the things we can measure quantitatively rather than
the crucial issues – frequently the blockages to change and improvement. This
reinforces a risk-averse culture leading to people ‘covering up’ mistakes etc. Can
this be conducive to change? Not if you conclude that the model of planned
change provided in Figure 8.2 has any relevance. This illustrates what some
would call the ‘virtuous circle’ of change, i.e. successful experience of change
reduces anxiety, lessens resistance and encourages measured risk taking and leads
to more change. So far so good, but clearly we will need to examine how to avoid
the one and encourage the other.
Janis (1989, pages 235–64) presents a range of ways in which these counter-
productive dynamics can be avoided. His advice includes ways of maintaining
scepticism about the ‘obvious’ solution as well as of limiting criticism of ‘wild’
suggestions. In particular he argues for a willingness to make ‘temporary’ arrange-
ments with other groups in order to buy time (admittedly his focus, and there-
fore his examples, deal with national policy but one can readily see equivalents

Information
Ambiguous Coercion

Incongruent Avoidance of issues
Assertions

Counterproductive Counterproductive Counterproductive
group dynamics intergroup dynamics organizational norms
Win–lose tactics ‘Games’
Conformity Polarization of issues Deception
Group think Rigidity

Correct the ‘simple’ Unaware of the crucial

Camouflage
‘failures’

Crisis??
Figure 8.1 Organized ‘irrationality’

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