Organizational Behavior spreading change and speeding up team learning Tomáš Ondráček ondracek.t@mail.muni.cz Faculty of Economics and Administration, Masaryk University 2021 Spreading Change Spreading Change ·ORBE ·2021 2 / 21 Spreading Change spreading change user perspective attributes of the innovation attributes of the organization the values of the potential or targeted users of the innovation (Klein & Sorra, 1996) ·ORBE ·2021 3 / 21 Spreading Change attributes of the innovation advantageous when compared with existing practices compatible with existing practices easy to understand observable in demonstration sites (testable) adaptable to fit local needs (Rogers, 1995) according (Hayes, 2014: 477–478) ·ORBE ·2021 4 / 21 Spreading Change attributes of the innovation attributes are not fixed qualities exact copying reinvention (Hayes, 2014: 478) ·ORBE ·2021 5 / 21 Spreading Change attributes of the organization (Klein & Sorra, 1996: 1056) ·ORBE ·2021 6 / 21 Spreading Change attributes of the organization The primary premise of the model, depicted in Figure 1, is that implementation effectiveness-the quality and consistency of targeted organizational members’ use of an adopted innovation-is a function of (a) an organization’s climate for the implementation of a given innovation and (b) targeted organizational members’ perceptions of the fit of the innovation to their values. (Klein & Sorra, 1996: 1056) ·ORBE ·2021 7 / 21 Spreading Change attributes of the organization ensuring employees have the skills incentivizing and imposing sanctions removing obstacles providing training to support providing additional assistance providing ample time to learn responding to concerns and complaints ensuring that can be easily accessed ensuring use of the innovation is monitored and praised (Klein & Sorra, 1996: 1060–1061) ·ORBE ·2021 8 / 21 Spreading Change implementation climate and innovation/values fit (Klein & Sorra, 1996: 1066) ·ORBE ·2021 9 / 21 Spreading Change reaction of users resist and not implement the innovation comply with the requirement to adopt the new ways of working in order to gain rewards and avoid punishments internalize and enthusiastically adopt the innovation as the new way of doing things (Klein & Sorra, 1996) ·ORBE ·2021 10 / 21 Spreading Change climate and innovation/values fit resist and not implement the innovation comply with the requirement to adopt the new ways of working in order to gain rewards and avoid punishments internalize and enthusiastically adopt the innovation as the new way of doing things (Klein & Sorra, 1996) according (Hayes, 2014: 481) ·ORBE ·2021 11 / 21 Individual and Collective Learning Individual and Collective Learning ·ORBE ·2021 12 / 21 Individual and Collective Learning espoused theories and theories-in-use claiming vs. using (Grant, 2018: 112) ·ORBE ·2021 13 / 21 Individual and Collective Learning reflection (Hayes, 2014: 490) ·ORBE ·2021 14 / 21 Individual and Collective Learning Single-loop learning (Hayes, 2014: 490) ·ORBE ·2021 15 / 21 Individual and Collective Learning Double-loop learning (Hayes, 2014: 491) ·ORBE ·2021 16 / 21 Individual and Collective Learning Double-loop learning reflect on outcomes identify the beliefs and assumptions review and challenge these governing variables where appropriate, modify them in ways that open the possibility of experimenting with new ways of behaving (Hayes, 2014: 491) ·ORBE ·2021 17 / 21 Individual and Collective Learning bariers of reflection are so bound up in a frenetic range of activities that they have little time or no opportunity are so committed to a course of action that they fail to recognize evidence that challenges their worldview harbour beliefs about the competence and motives of others practices that impede upward communication and foster a climate of organizational silence are so bound up in and entrapped by a path that progressively limits their scope (path dependandancy) (Hayes, 2014: 492) ·ORBE ·2021 18 / 21 Individual and Collective Learning collective reflection and learning mental models rules behaviour ... knowledge (Hayes, 2014: 496) ·ORBE ·2021 19 / 21 Individual and Collective Learning modifications via single- and double-loop learning (Hayes, 2014: 497) ·ORBE ·2021 20 / 21 Sources Grant, R. M. (2018). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons. Hayes, J. (2014). The theory and practice of change management. Palgrave MacMillan. Klein, K. J., & Sorra, J. S. (1996). The challenge of innovation implementation. Academy of management review, 21(4). doi: 10.2307/259164 Rogers, E. M. (1995). Diffusion of Innovation. New York: 4th.