. 2 n o i t Planned Change at the San Diego County Regional Airport Authority a The San Diego County Regional Airport Authority Airport Transition Tea& to ensure the s&ooth and c Californiaa state law sea&less transfer of operations and public ser#ices i (SDCRAA) was created by a Californi l in October 2!" this ga#e it the responsibility to pro#ided by the airport without regard to which establish and operate airports within San Diego pro#ision$ ion$ was responsible for their pro#is pCounty$ %ost i&portantly' fro& Thella owenss agency /n %ay 22' se#en e&ployees were handpic@ed perspecti#e' the law re*uired the San Diego the A#iation Di#ision to beco&e &e&bers of p+nified Port District (Port of San Diego) to trans, fro& the Airport Transition Tea& and relie#ed of their operation of San Diegos international airport day,to,day ob responsibilities so they could focus afer to the SDCRAA by -anuary 2.$ owens was the on the transition$ The selection criteria included the ability to wor@ within a process yet thin@ out, side of the bo' to co&&unicate well with others in a tea&' and to influence directors and &an, agers without ha#ing for&al authority$ A one, and,a,half,day @ic@,off &eeting was held to set epectations' to co&&unicate goals and respon, sibilities' and to initiate the tea&$ A Bwar roo& owenss tenure with the organi3ation ga#e her was established for the tea& to @eep records' hold an i&portant understanding of the organi3ations &eetings' and ser#e as a co&&unication hub$ The operations and its history$ 4or ea&ple' the San tea& na&ed the&sel#es the B%eta&orphs$ Diego /nternational Airport accounted for about %any %eta&orph &e&bers ca&e fro& differ, 56$. billion or roughly 67 of San Diegos regional ent parts of the organi3ation and' ha#ing ne#er econo&y$ 4orecasts called for air tra#el to &ore wor@ed together' needed to rely on each other to than double to .8 &illion passengers by 2.' and effecti#ely design the transition proces process$ s$ Senior contribute up to 59 billion to the regional econ, tea& &e&ber Angela Shafer,Payne' then director o&y$ /n addition' owens had participated in the of Airport usiness and Ad&inistration' wor@ed A#iation Di#isions strategic planning proces s in closely with the %eta&orphs and led for&al tea&, 2!$ She was well positioned to lead this effort$ building buildin g acti#itie acti#itiess throughout the year$ Through As she thought about &anaging the start,up their wor@ together' the %eta&orphs disco#ered of the SDCRAA' two broad but interdependent how large and daunting the organi3ation organi3ational al change categories of initial acti#ity e&erged: de#eloping was and yet appreciated the uni*ue' once,in,a, the transition plan and dealing with the legal and lifeti&e opportunity to &a@e an i&pact$ As one regulatory issues$ &e&ber put it' B?ow &any ti&es in your life can you say that you helped put together a brand,n brand,new ew organi3ation D1;1
T?1 TRA=S/T/O= P
C?APT1R 2
The =ature of Planned Change
collect data' establish new or parallel functions property transfer (SDCRAA would lease land fro& for the SDCRAA' and highlight any issues related the Port on a KK,year lease) and the transitioning to the start,up of that particular function$ Once of e&ployees fro& one public agency to another$ the tea&s were in place' they were gi#en tools to To pro#ide clarity and an anot othe herr layer of under, use and *uestions that needed to be addressed$ standing' Bclean, (S !9EK !9EK)) was Bclean,up up legislation legislation (S 1ach tea& set aside ti&e to re#iew all of the passed in &id,22$ Together with the original bill' records in each functional area$ 4or ea&ple' the legislation protected e&ployees to ensure no the hu&an resources functional tea& consisted loss of obs or benefits$ This ga#e the %eta&orphs of A#iation Di#ision e&ployees' ?R professionals additional infor&ation and guidance to deal with fro& the Port of San Diego' and Port attorneys" e&ployee contract issues$ 4or ea&ple' in the it was charged with de#eloping the actual transi, &iddle of the transition planning process' the tion &echanis&' ?R operations' and ?R organi, Port District had to renegotiate its union contract$ 3ational structure$ Another tea& focused on the The %e %eta& ta&orp orphs hs had to wor@ closely with the en#iron&ental issues in#ol#ed in the transition$ airports eternal counsel' the Port of San Diego They ea&ined o#er ! different en#iron&ental counsel' and state senators to ensure a s&ooth per&its held by the Port of San Diego to under , negotiation$ stand if SDCRAA needed a si&ilar per&it' needed 4inally' owens and the %eta&orphs had to address to be a co,per&ittee with the Port of San Diego' changes to federal security regulations outlined in or if the SDCRAA could stand alone$ /f it were a the A#iation and Transportation Security Act that stand,alone stand,al one situation' then docu&ent docu&entation ation would resulted fro& the Septe&ber !!' 2!' attac@s$ be prepared to transfer the per&it$ Those e#ents caused a nu&ber of disruptions for To ensure that no issues fell through the crac@s' &any sta@eholders in the air transportation indus, three distinct peer re#iews were held in the su&, try$ They re*uired the transition plan to include &er and fall of 22$ The peer re#iew panels were a co&ponent that focused on @eeping costs con, staffed by professionals within the a#iation indus, tained to enable a#iation partners' the airlines' the try' people who had eperienced a transition of gate gour&ets' and tenants' to weather the stor&$ so&e type within an organi3ation' or those who were integral to the start,up of the organi3ation$ The first peer re#iew panel ea&ined the transi, /%P<1%1=TAT/O= A=D 1;A<+AT/O= tion plan and offered ad#ice on whether to add The final transition plan was presented to the hen n to th thee o oar ard d of Port any other critical andFor &issing co&ponents$ The interi& board and the appro#al for in October 22$ The Co&&issioners second peer re#iew panel' consisting of &ostly hu&an resources professionals' professionals' ea&ined the appro#ed plan was co&prised of se#eral co&pon, proposed organi3ational structure$ The final peer ents' including an /T con#ersion plan and the re#iew panel focused on the /T syste&s portion of process for for&ally transferring responsibility to the transition plan because of technologys critical the SDCRAA' but the @ey ele&ents were hu&an role in the o#erall success of &any of the internal resources and co&&unication plans$ processes$ The hu&an resources plan specified the transition budgeted eted A#iat A#iation ion Di#ision e&ployees to of !68 budg 82 #acancies plus the E other positions identified D1A 0/T? T?1 <1>A< A=D by the %eta&orphs to &a@e the organi3ation whole$ R1>++
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O#er#iew of Organi3ation De#elop&ent
infor&ation infor&ati on abou aboutt the transition$ The Airport Thella owens was na&ed President and C1O of Transition Plan contained a special e&phasis on the SDCRAA on -anuary !' 2.$ y -une 2.' the needs of the e&ployee$ owens understood the SDCRAA had recei#ed awards based on superb the sociotechnical nature of change and did not custo&er ser#ice and outstanding le#els of perfor&, want the hu&an factor to be forgotten in the &idst ance$ The SDCRAA' based on all a#ailable &etrics' of all the legal' technical' and other transitions$ is successfully operating San Diegos international She included a nu&ber of change &anage&ent airport and ser#ing o#er !8$2 &illion passen passengers gers education sessions for all e&ployees$ The change on K2 daily flights in and out of the airport$ Part &anage&ent &anage&e nt education sessions were de#eloped to of the success is due to the way the transition plan reassure e&ployees" to encourage genuine' candid' was de#eloped$ ecause of the broad participat participation ion fre*uent' high,*uality co&&unication co&&unications" s" and to in its creation' &any e&ployees understood the neutrali3e aniety and fears$ plan$ 0hen issues arose' identifying the personnel beco&e e part of an ad hoc prob proble&,so le&,sol#ing l#ing group group During the sessions' e&ployees were (!) updated to beco& $ already fa&iliar with the topic was easy transition" on the progress of the (2) introduced to change theories' &odels' and concepts" and B%s$ owens acco&plished the etraordinary ob (.) encouraged to share their issues' fears' anieties' of leading a successful transition of the airport fro& concerns' and creati#e ideas$ 1&ployee input was the +nified Port of San Diego to the Authority' organi3ed into the&es' then docu&ented and co&, said -oseph 0$ Cr Cra# a#er' er' Authority (SDCRAA) &unicated to owens and her direct reports$ The Chair&an$ BShe is highly regarded and respected leadership tea& was co&&itted to answering *ues, fo forr bo both th her bre breadth adth of @nowledge of a#iation tions and addressing concerns that e&erged fro& &anage&ent issues and her #isionary leader, the change &anage&ent sessions$ Airport &anagers ship$ Thella owens added' B4ortunately' we#e &et regularly to select and answer *uestions for been su supp ppor orte ted d by #ery dedicated professional publica pub lication tion in the organi3ation newsletter or li#e e&ployees who ha#e ehibited great resol#e and co&&unication at Ball hands &eetings$ /n addition' sheer hard wor@ through the transition process' the e&ployee satisfaction sur#ey was updated with and continue to do so as we we create a Lworld,class *uestions to learn about transition concerns$ organi3ation$
4unda&ental changes' on the other hand' are directed at significantly altering how the organi3ation operates$ They tend to in#ol#e se#eral organi3ational di&ensions' includ, ing structure' culture' reward syste&s' infor&ation processes' and wor@ design$ They &anage&ent ent also in#ol#e changing &ultiple le#els of the organi3ation' fro& top,le#el &anage& through depart&ents and wor@ groups to indi#idual obs$ Planned change traditionally has been applied in situations in#ol#ing incre&ental change$ Organi3ations in the !EKs and !EMs were concerned &ainly with fine,tuning their bureau proble&ss that e&erged bureaucratic cratic struct structures ures by resol#ing &any of the social proble& with increasing si3e and co&pleity$ /n those situations' planned change in#ol#es a relati#ely bounded set of proble& proble&,sol#ing ,sol#ing acti#ities$ OD practitioners are typically proble&ss in particular organi3a organi3ational tional contracted by &anagers to help sol#e specific proble& syste&s' such as poor co&&unication a&ong &e&bers of a wor@ tea& or low cus, to&er satisfaction scores in a depart&ent store$ Diagnostic and change acti#ities tend to be li&ited to the defined issues' although additional proble&s &ay be unco#ered and &ay need to be addressed$ Si&ilarly' the change process tends to focus on those
C?APT1R 2
The =ature of Planned Change
organi3ational syste&s ha#ing specific proble&s proble&s'' and it generally ter&inates when the proble&ss are resol#ed$ Of course' the change agent &ay contract to help sol#e addi, proble& tional proble&s$ /n recent years' OD has been increasingly concerned with funda&ental change$ As described in Chapter !' the greater co&petiti#eness and uncertainty of todays en#iron, &ent ha#e led a growing nu&ber of organi3ations to alter drastically the way in which they operate$ /n such situations' planned change is &ore co&ple' etensi#e' and long ter& than when applied to incre&ental change$ . ecause funda&ental change in#ol#es &ost features and le#els of the organi3ation' it is typically dri#en fro& the top' where corporate strategy and #alues are set$ Change agents help senior eecuti#es cre, ate a #ision of a desired future organi3ation and energi3e &o#e&ent in that direction$ They also help the& de#elop structures for &anaging the transition fro& the pres present ent to the future organi3ation and &ay include' for ea&ple' a progra& &anage&ent &anage&ent office o#erlapping g steering co&&ittees and redesign tea&s$ Staff eperts also and a #ariety of o#erlappin &ay redesign &any features of the fir&' such as perfor&ance &easures' rewards' plan, ning processes' wor@ designs' and infor&ation syste&s$ ecause of the co&pleity and etensi#eness of funda&ental change' OD profes, sionals often wor@ in tea&s co&prising &e&bers with different yet co&ple&entary areas of epertise$ The consulting relationship persists o#er relati#ely long ti&e periods and includes a great deal of renegotiation and eperi&entation a&ong consultants and &anagers$ The bounda boundaries ries of the change effort are &ore uncertain and diffuse than those in incre&ental change' thus &a@ing diagnosis and change see& &ore li@e dis, co#ery than li@e proble& sol#ing$ (0e describe co&ple strategic and transfor&ational types of change in &ore detail in Chapters 2' 2!' and 22$) /t is i&portant to e&phasi3e that funda&ental change &ay or &ay not be de#elop, &ental in nature$ Organi3ations &ay drastically alter their strategic direction and way significantly y de#eloping their capacity to sol#e proble&s and to of operating without significantl achie#e both high perfor&ance and *uality of wor@ wor@ life$ 4or ea&ple' fir&s &ay si&ply change their &ar@eting &i' dropping or adding products' ser#ices' or custo&ers" they &ay drastically downsi3e by cutting out &arginal businesses and laying off &anagers and wor@ers" or they &ay tighten &anagerial and financial controls and atte&pt to s*uee3e &ore out of the labor force$ On the other hand' organi3ations &ay underta@e funda&ental change fro& a de#elop&ental perspecti#e$ They &ay see@ to &a@e the&, sel#es &ore co&petiti#e by de#eloping their hu&an resources" by getting &anagers and e&ployees &ore in#ol#ed in proble& sol#ing and inno#ation" and by pro&ot pro&oting ing fleibility and direct' open co&&unication$ The OD approach to funda&ental change is particularly rele#ant in todays rapidly changing and co&petiti#e en#iron&ent$ To succeed in this setting' fir&s such as >eneral 1lectric' Ni&berly,Clar@' A' ?ewlett, Pac@ard' and %otorola are transfor& transfor&ing ing the&sel#e the&sel#ess fro& control,oriented bureaucra, cies to high,in#ol#e&ent organi3ations capable of changing and i&pro#ing the&sel#es continually $
Degree Organization
of
Planned change efforts also can #ary depending on the degree to which the organi, 3ation or client syste& is organi3ed$ /n o#erorgani3ed situations' such as in highly &echanistic' bureaucratic organi3ations' #arious di&ensions such as leadership styles' ob designs' organi3ation structure' and policies and procedures are too rigid and o#erly defined for effecti#e tas@ perf perfor&a or&ance$ nce$ Co&&u Co&&unica nication tion betwee between n &anage&ent &anage&ent and e&ployees is typically suppressed' conflicts are a#oided' and e&ployees are apa, thetic$ /n underorgani3ed organi3ations' on the other hand' there is too little constraint or regulation for effecti#e tas@ perfor&ance$
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O#er#iew of Organi3ation De#elop&ent
is frag&ented' ob responsibilities are a&biguous' and e&ployees energies are dis, sipated because they lac@ direction$ +nderorgani3ed situations are typically found in &anage&ent' t' and co&&unity de#elop, such areas as produc productt de#elo de#elop&ent' p&ent' proect &anage&en &ent' where relationships a&ong di#erse groups and participants &ust be coordinated around co&ple' uncertain tas@s$ /n o#erorgani3e o#erorgani3ed d situations' where &uch of OD practice has historically ta@en place' beha#ior #ior$$ Changes Changes in in planned planne d chang change e is generally ai&ed at loosening constraints on beha leadership' ob design' structure' and other features are designed to liberate suppressed energy' to increase the flow of rele#ant infor&ation between e&ployees and &anag, ers' and to pro&ote effecti#e conflict resolution$ The typical steps of planned change entry' diagnosis' inter#ention' and e#aluationare intended to penet penetrate rate a relati#ely closed organi3ation or depart&ent and &a@e it increasingly open to self,diagnosis and re#itali3ation$ The relationship between the OD practiti practitioner oner and the &anage&ent tea& atte&pts to &odel this loosening process$ The consultant shares leadership of the change process with &anage&ent' encourages open co&&unications and confronta, tion of conflict' and &aintains fleibility in relating to the organi3ation$ 0hen applied to organi3ations facing proble&s in being underorgani3ed' planned change is ai&ed at increasing organi3 organi3ation ation by clarifying leadership roles' structuring co&&unication between &anagers and e&ployees' and specifying ob and depart&en, tal responsibilities$ These acti#ities re*uire a &odification of the traditional phases of planned planne d chang change e and include the following four steps:.! !$
Identification. This step identifies the rele#ant people or groups who need to be in#ol#ed in the change progra&$ /n &any underorgani3ed situations' people and depart&ents can be so disconnected that there is a&biguity about who should be included in the proble& proble&,sol#in ,sol#ing g process$ 4or ea&ple' when &anagers of differ, ent depart&ents ha#e only li&ited interaction with each other' they &ay disagree or be confused about which depart&ents should be in#ol#ed in de#eloping a new productt or ser#ice$ produc 2$ Convention. /n this step' the rele#ant people or depart&ents in the co&pany are brought together to begin organi3ing for tas@ perfor&ance$ 4or ea&ple' depart, &ent &anagers &ight be as@ed to attend a series of organi3ing &eetings to discuss the di#ision of labor and the coordination re*uired to introduce a new produc product$ t$ .$ Organization. Different organi3ing &echanis&s are created to structure the newly re*uired interactions a&ong people and depart&ents$ This &ight include creating new leadership positions' establishing co&&unicatio co&&unication n channe channels' ls' and specifying policies cies$$ appropriate plans and poli 6$ Evaluation. /n this final step' the outco&es of the organi3ation step are assessed$ The e#aluation &ight signal the need for adust&ents in the organi3ing proce process ss or for further identifica identification' tion' con#ention' and organi3ation acti#ities$
/n carrying out these four steps of planne planned d change in underorgani3ed situations' the relationship between the OD practiti practitioner oner and the client syste& atte&pts to reinforce the organi3ing process$ The consultant de#elops a well,defined leadership role' which &ight be autocratic during the early stages of the change progra&$ Si&ilarly' the con, sulting relationship is clearly defined and tightly specified$ /n effect' the interaction bringing g between betw een the consultant and the client syste& supports the larger process of bringin order to the situation$ Application 2$2 is an ea&ple of planne planned d chang change e in an underorgani3ed situation$ /n this case' the change agent is a person fro& industry who identifies a &ultifaceted proble&:: +ni#e proble& +ni#ersity rsity research research that should be helpful to &anufacturing organi3ations is not being shaped' coordinated' or transferred$ /n response' he for&s an organi3ation to tighten up the relationships between the two parties$.2
