Unit 10 Managing Change and Learning in NGO's

Question 1

The 3 questions to be asked in change situations

Answer 1

1. Why Change?
2. How to Change? Content
3. How to Change? Process

(Hyatt, 1998)

Question 2

Organisational Development Model - Lewin’s 3-step model

Answer 2

1. unfreezing - the present position
2. moving - to the desired position
3. refreezing - in the new position

Unfreezing = be aware of the need for change

1. identify and confirm a problem
2. worry/anxious about the problem - committed to outcomes
3. no loss of face or self-esteem

Question 3

Kotter 8 steps of transformation (1995)

Answer 3

1. create a sense of urgency
2. form a powerful guiding coalition
3. create a vision
4. communicate this vision
5. empower people to act upon this vision
6. planning for and create short term wins
7. Consolidate improvements & create more change
8. Institutionalise new approaches

Question 4

5 stages of implementing change

Answer 4

1. analysing and planning the change
2. communicating the change
3. gaining acceptance of new bahaviour
4. changing from the status quo to a desired state
5. consolidating and institutionalising the new state

(Judson, 1991)

Question 5

What is the force-field analysis?

Answer 5

Objectives:

1. focus on necessary change
2. encourage effective action to achieve this
3. help understand the organisationa dynamics that contribute to the change

driving forces vs resisting forces

Steps:

1. define change
2. identify driving and resisting forces
3. rank the forces
4. consider reducing, increasing or changing forces
5. plan to implement changes

Question 6

3 roles for leaders in emergent organisations

Answer 6

1. disrupt existing patterns
2. encourage novelty
3. make sense of the change process

(Plowman et al, 2007)

Question 7

how learning needs arise and / or can be identified

Answer 7

• through the development of new projects and programmes
• through core competency requirements
• from change
• individual professional development needs
• resolving work problems
• unrealised potential

Question 8

4-stage cyclical process of learning

Answer 8

(Honey and Mumford, 1986)

1. having an experience
2. reviewing an experience
3. concluding the experience
4. planning the next steps

Question 9

what is organisational learning?

Answer 9

Intentional development and use of individual and collective learning processes to transform organisational behaviour in a desired direction.

Question 10

what is knowledge management

Answer 10

the development and maintenance of systematic processes by which the knowledge required by an organisation is acquired, distilled, shared, stored, retrieved and used

Question 11

Single-loop and double-loop learning

Answer 11

(Argyris and Schon)
Single-loop learning = operational organisational learning
an organisation detects and corrects errors in its operations and carries on with its present policies and goals. Techniques and making techniques more efficient, making the strategy more effective.

Double-loop learning = strategic organisational learning
an organisation questions the operations themselves and the policies and objectives which underlie them.

Question 12

Two types of learning can be identified

Answer 12

(smillie and Hailey, 2001)

• Consensual learning – informal individual processes
• Institutional learning - formal information management processes, training programmes, and monitoring and evaluation systems

Question 13

Learning organisations encourage…

Answer 13

1. individual learning
2. team or work-group learning
3. cross-functional learning
4. operational organisational learning
5. strategic organisational learning

Question 14

Benefits of organisational learning

Answer 14

improved:
- cohesion
- adaptability
- impact
- effectiveness
- efficiency
- staff motivation
- retain staff and their knowledge

legitimise grassroot knowledge and experience
greater opportunities to be creative
increased ability to initiate change

Question 15

essential basic functions features of all learning organisations: (8x)

Answer 15

• creating a supportive culture
• gathering internal experience
• accessing external learning
• developing appropriate communication systems
• drawing conclusions
• developing an organisational memory
• integrating the learning into strategy and policy
• applying the learning

Question 16

Internal Barriers to learning

Answer 16

1. Strategy
2. Structure
3. Systems
4. People resources
5. Culture
6. Resourcing
7. Values

Question 17

learnt helplessness

Answer 17

Most extreme form of barriers for learning killing any efforts and initiatives.
Learnt behaviour patterns through which individuals abdicate responsibility for their own actions and become totally dependent on others to tell them what to do.

Question 18

Development of a strategy for a learning organisation

Answer 18

it’s like a crime (britton, 2005)

1. Motive
2. Means
3. Opportunity

Question 19

Senge (1990) five disciplines for the learning organisation

Answer 19

1. Personal mastery
2. Mental models
3. Shared vision
4. Team learning
5. Systems thinking

Question 20

The means for organisational learning (Britton, 2005)

Answer 20

o ensuring conceptual clarity
o supporting the necessary competences to learn
o providing a range of methods and tools that can be used
o providing specialist support
o investing adequate financial resources

Question 21

The motive for organisational learning (Britton, 2005)

Answer 21

o Ensuring supportive leadership
Factors: communication, prioritisation, legitimacy, example, recognition, culture
o Developing and sustaining a culture supportive of learning
Learning is … a legitimate activity, encouraged and supported, adequate resources and is rewarded. Org. aims to overcome internal barriers to learning.