• Introduction

• Theory of Measurement and Evaluation

• Case Study:- IT-Enabled Organizational
Change Intervention: The Missing Pieces
• Models:
 Organisational level Diagnostic Model
 Cultural Web
• Measurement & Evaluation of case
• Summary
 Change Intervention is a set of sequenced planned actions or events
intended to help an organisation increase its effectiveness.

 Interventions are directed toward helping organization members to be more

comfortable in being authentically themselves with one another, and the
degree of mutual caring and concern is expected to increase.

(Harrison 1970)
 OD intervention vary from standardized programs
that have been developed and used in many
organisations to relatively unique programs
tailored to a specific organisation or department.

 Major criteria for effective intervention:

- Needs of the organisation
- Knowledge of intended outcomes
- Competence to manage change

(Cummings and Worley

1997)
• Measurement is a process undertaken to
establish the effects of an intervention on an
individual or the effectiveness of a service on a
defined aspect of an organization

• Measurement provides two activities

 Selecting Variables
 Designing Good Measures

(Laver Fawcett 2007)

 The variables measure in OD evaluation
should derive from the theory or
conceptual model underlying the
intervention.
 Measurement of the intervention variables
helps to determine the correct
interpretation of outcome measures

(Cummings and Worley

1997)
 Operational Definition:- It identify the empirical data
needed, how it will be collected and how it will be
converted from data to information.

 Reliability:- It concern the extent to which a measure

represents the true value of a variable

 Validity:- It concern the extent to which a measure

actually reflects the variable it is intended to reflect

(Cummings and Worley 1997)

Evaluation has been defined as collection
of data to enable the organization to
make a judgement about the amount of a
specific construct of interest or to make a
judgement about the value of an
intervention for delivering the desired
outcome for a person.

(Laver Fawcett
2007)
 Evaluation also include During
implementation and After implementation
 During implementation:- Assessment of
whether interventions are actually being
implemented
 After implementation:- evaluation of
whether they are producing expected
results.
(Cummings and Warley
1997)
 Alpha Change
Alpha change involves a variation in the level of some existential
state, given a constantly calibrated measuring instrument
related to a constant conceptual domain.
 Beta Change
Beta change involves a variation in the level of some existential
state, complicated by the fact that some intervals of the
measurement continuum associated with a constant conceptual
domain have been recalibrated.
 Gamma Change
Gamma change involves a redefinition or reconceptualization of
some domain, a major change in the perspective or frame of
reference within which phenomena are perceived and classified,
in what is taken to be relevant in some slice of reality.
(Terborg et al.1980)
ABOUT URF
• A university-owned research foundation (URF).
• URF was formally incorporated in 1967 as a not-for-profit corporation.
• URF was established primarily to provide an organizational structure for
the management and physical support of applied research, the
discovery of new ideas, and the advancement of new technologies.
• URF currently has three research units and one technology
commercialization office:
o the Space Unit (SU),
o the Molecular Unit (MU),
o the Water Unit (WU), and
o the Commercialization Office (CO).
• During the past five years, URF has experienced tremendous growth
that demanded transformation from a university-oriented organization to
a business-oriented corporation.
• Until now, URF was headed by VP Research, but they appointed a
new CEO to lead the organisation.
 NEED FOR CHANGE AND WHAT TYPE OF CHANGE
• Due to the rapid expansion of the organization, the contracts and grants URF procures with
federal and private entities demands an even higher level of research, ideas, and
competence to compete with other major scientific and private laboratories.
• Such environmental change has seriously challenged the viability of the URF research and
management practices that had been exercised successfully in the past.
• URF top management launched a large-scale organizational transformation designed to
revitalize URF and enable it to continue to grow.
• To facilitate this goal, a novel IT (BATON technology) was introduced into the organization
with the purpose of streamlining/automating core management processes related to
intellectual property and discovery protection.
• BATON is a tree-based system development tool, and it is the most feasibly efficient
solution for URF in its current situation.
• BATON was considered because it was designed to support dynamic modeling and
deployment of management processes in accordance with IT.
• One of its important merits is that it allows non-technical people such as business managers
to map and manage business process logic, and build their own management processes for
each contract or research project directly into the IT architecture.
• BATON-facilitated designs thereby drastically shorten system development cycle times and
reduce interference from IT specialists in the process mapping arena.
• With BATON, management processes pertaining to project/contract operations can be
centrally streamlined.
 • RESULTS OF CHANGE
• Four key groups were involved in the initial planning and implementation of
BATON
o top management (essentially the CEO),
o external IT consultants,
o business managers, and
o in-house IT specialists.
• The current CEO can be characterized as an entrepreneurial-type of leader,
his leadership by vision style is new to many people at URF.
• CEO believes that the successful implementation of the BATON technology
will not only streamline, automate, and document the intellectual properties
management process, but more importantly, it will change the culture of
people by promoting a new way to manage the process of discovery.
• CEO believes that change takes time and therefore should be
communicated in a subtle manner. As a result, the vision was not
universally shared among organization members.
• The next step was a challenge to consultants and the whole change
operation, gaining in-house IT specialists confidence.
• There was some skepticism about Baton, but once the consultants
demonstrated the business managers were encouraged by the notion.
• It also seemed that the IT people were not willing to carry out their given
responsibilities to make the project a success.
• In fact, the assistance that the consultants expected from the IT
department turned out to be resistance.
• It seemed that at almost every step the consultants took to move the
project forward, the IT department induced obstructions of some kind.
• Finally, one of the consultants resigned and the database administrator
(DBA) from the IT department was appointed to lead the BATON project.
• What had really gone wrong? Wondering about this question,
consultants were interviewed for the second time.
• They pointed out that since IT has controlled everything technology
related till now, did not want to loose the existing culture.
• It failed with IT because not enough time and energy was spent on
conveying the vision and the preparing the groundwork.
 ORGANIZATION-LEVEL DIAGNOSTIC
MODEL

Inputs Design Components Outputs

Technology

Effectiveness
Organization
General
Environme Strategy

Culture
nt Structure

Industry
Structure
HR
Measurement
Systems Systems

(See: Cummings and Worley, Organizational Development and

Change, Chapter 5)
 INPUTS DESIGN COMPONENTS OUTPUTS
General Strategy: ¨Ensure better•Consultants were seen
environment management of intellectualby organization
Properties to further secure andmembers as outsiders
•The CEO´s visionexpand its business base andwith no influence or
had not beencontinuously increase itspower
widely advertisedcapability to compete with other• The normal
and championed toscientific and industrialmanagement structure
other members oflaboratories¨. was not sufficient to
the organization. support the change
•Managers Technology: BATONeffort given that
prepared to readilytechnology was introduced withmanagers are already
accept thethe purpose of streamlining orbusy.
technology andautomating core management•People who has been on
facilitate their partprocesses related to intellectualthe project from the
in implementing it. property and discoverybeginning did not really
•Resistance fromprotection. resist implementation
in house IT instead of became a
specialists Structure: Top management,champion of the project.
•The consultantsexternal IT consultants, business•Mismatch between the
felt very positivemanagers and in- house IT vision and the reality.
and believed theySpecialists. •The mismatch between
had an important nonstandard IT practices
first victory towardMeasurement systems and BATON
disseminating aLongitudinal measurement requirements.
(Seel ,
 The ‘Cultural Web’ of URF CASE

• Stories and myths:

 Changed the role of vice-president.
 URF has expanded from supporting a single disciplinary research base to a
multidisciplinary research base in space science and technology.
 CEO vision. ( his mission was to develop and implement a strategy of growth to
better compete in a changing business environment)

• Rituals & routines:

 Beliefs and behaviours of IT specialists.
 Increases workload and working hours for IT department.
 Vision had not been widely advertised to other members of the organisation .

• Control systems:
 Emphasis on targeting and budgeting to achieve a low cost operation.
 Emphasis on time control and utilization of consultants.
• Organisation structures:
 The culture at URF was rooted as a small and family-owned business.
 The exiting IT system did not include standard procedures in documenting
and reporting research activities.
 Top down decision making

• Power structure:
 Four key groups were involved in the initial planning and implementation of BATON technology. Top
management, external IT consultants, business managers and in-house IT specialists. Each group was
assigned roles and responsibilities within each phase of the BATON implementation process.
 Without consistent support from top management, the consultants felt powerless and concerned.
 “ IT had strongly resisted the implementation because they feared that they would lose power over
controlling the data and systems” “this is the power that IT doesn’t want to lose.

• Symbols:
 URF has three research units and one technology commercialization office. Each unit is characterized
by its own identity in terms of management style, culture , finance and research capacity.
» Validity:
• Top management believed that a high level of strategic control on IT would be necessary to match the
continued expansion of URF.
• Baton was designed to support dynamic modelling and deployment of management processes in
accordance with IT.

» Reliability:
• Baton was considered because it was designed to support dynamic modeling and deployment of
management processes in accordance with IT.
• All process keys are stored in baton as libraries of process logic trees that allow users to navigate said
trees.
• Baton is a tree-based system development tool, and it is the most feasibly efficient solution for URF in
its current situation.
• Implementation of baton induces a radical departure from the existing culture within IT.
• With baton, IT actually has to do less work because they only have to translate the management
established process into the system infrastructure.

» Usefulness:
• The new technology (baton) allows business managers to implement their own processes without direct
interference from IT.
• CEO and other top management implicitly assumed that implementing baton would automatically
enable expected changes in work routines, information flows, and performance.
• Baton was useful for the organisation in support and streamlining/automating core management
processes related to intellectual property and discovery protection also utilization of BATON literally
enforces change in the manner in which managers use IT to create contract management processes,
identify/secure new ideas and discoveries, and monitor contract/project progress.
• Evaluation helps to produce more
effective intervention programs in a
number of ways:
- Specifying where we are now, and where we want to
be later on.
- Clear indication of how we intend to get to where we
want to be.
- Active involvement of persons who have the
motivation, understanding and authority.

(Nicholas,1979)
• During Implementation:

» Consultants’ Frustration:

- IT people were not willing to care about their responsibilities to BATON project.
- Instead of giving support to the consultant, IT department make obstructions in their way.
Such as difficulties to access to the database, connect to a database server, prototype
the new system.
- Consultants’ have lake of power to push IT people for the beneficial change.
- No supporting structure (CEO or business managers) are there to facilitate the change.
- Consultant were losing sponsorship from business managers because they had doubt
on the new technology and began pulling back as promised project timelines was not
being met.

(Wang and Paper,2005)

» IT resistance to change:

- IT traditionally controlled everything related to the technology.

- They are the content with the loose culture that exists at both IT and
URF because of that no one has ever challenged how IT should provide
expertise to support the organization.
- IT people feared that they would lose power over controlling the business
process, data and systems.
- It was more difficult for IT people to understand how such change
benefits them as being unfamiliar and unaware with BATON.
- So IT was immediately defensive about BATON and resisted because
they wanted to maintain their comfortable way of life and they are the
deeply affected people in organisation.

(Wang and Paper,2005)

• After Implementation:
» Communicating/sharing the vision of change:

- There was insufficient energy from top management to communicate and promote the vision to lower levels
of the organization.
- CEO informed to the employees only by an abstract vision but it did not include specific objectives and plans
to guide realization of the vision.
- Organization members such as IT specialists had limited understanding of how the change initiative would
really affect them and the main purpose of BATON.
- As a result, they did not buy into the project (from the beginning), and as change unfolded, their resistance to
the change escalated.
- The nonattendance of a tangible and constant expression of the change vision, that should be communicated
and shared by organizational members, created an early obstacle to a successful change intervention.

(Wang and Paper,2005)

» Managing the change:

- Organization members seen consultants as outsiders with no of influence or

power.
- Responsibilities for performing change were not clearly assigned to business
managers, PIs, in-house IT specialists those involved in the change.
- Consultants lost political sponsorship from other actors (i.e., managers and PIs)
to a great extent in that they were unable to overcome the resistance they
encountered when attempting to bring IT into the change effort.
- This insufficient management of the change process has contributed greatly to
the problems encountered with BATON implementation within organisation.

(Wang and Paper,2005)

• Alpha Change
– Movement along a stable dimension of reality.
• Beta Change
– Recalibration of the intervals along some constant measure of reality.
• Gamma Change
– Fundamentally redefining the measure as a result of an OD
intervention.

Among all the types of changes, we found Gamma Change to be

suitable in our case as it is a framework within which a phenomenon
is viewed as a change.
The presence of gamma change would makes it difficult to compare
measures of employee discretion taken before and after
implementation of BATON in URF.

(Cummings and Warley,1997)

• Measurement is a process undertaken to establish
the effects of an intervention.
• Evaluation has been defined as collection of data
to enable the organization to make a judgment
about the amount of a specific construct of interest
• Case Study:- IT-Enabled Organizational Change
Intervention: The Missing Pieces
• Models:
 Organisational level Diagnostic Model
 Cultural Web
• Measurement & Evaluation of case
 Discussion:
• What should be strategies of
successful change intervention?

• How would you have reacted if you

were a member of URFs IT team ?

• How important is it measure and

evaluate change ?