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Organizational Change
An Interview with Dan Stone

Meet Dan Stone, the Chief of the Organizational Development (OD) Division at the Animal and Plant Health Inspection Service (APHIS), U.S. Department of Agriculture. We're interviewing Dan because his knowledge of organizational change will benefit those responsible for implementing appraisal and awards programs. Although he's addressing the implementation of teams, the principles he shares here would apply whenever an organization attempts to change the way it operates including the way it conducts its performance management programs.

• What is organizational development?
• How have you been involved with APHIS's efforts to increase organizational effectiveness?
• How can a human resources manager support organizational change, especially when teams are established?
• After teams have been established, is there still a need to continue evaluation and training?
• Why is organizational change such a long-term effort?
• Once an organization determines that change is necessary, what are other key decisions that have to be made?

What is organizational development?

Organizational development is the application of behavioral scientific principles and methods to increase an organization's effectiveness.

How have you been involved with APHIS's efforts to increase organizational effectiveness? Our first effort has been in the Plant Protection Division. The tasks that the employees were being asked to do did not make maximum use of their training and education. The labor relations atmosphere was negative. Top management believed that employees needed to participate more fully to have greater ownership in work design and that establishing a team structure was a way to accomplish this. My staff and I have been working with Plant Protection to assist them in changing to a team environment. We've learned some important lessons including the need to partner with the union. Also, it is easy to underestimate the amount of time and money for training, as well as the OD support that is required over the long term. Turning to teams is not a 1-year project.

The OD staff have developed a model to help build team-based structures. Some of the important steps include doing a readiness assessment, establishing steering and design committees, developing a curriculum framework of team building training, and planning the implementation. Periodically, we do consulting, monitoring, training, and evaluation to ensure the organization's evolution is successful.

How can a human resources manager support organizational change, especially when teams are established? First, become knowledgeable about what a team-based organization is. You must believe it can work or you must get out of the way. Second, reexamine the personnel systems that you manage so they will support the change being made. In particular, ensure that the performance appraisal and awards programs promote the goals and strategic plans of the organization. If these programs are not supportive, they could be hindrances. Third, develop consulting skills to work with managers to help them adjust their skills to that of coach rather than supervisor. Fourth, walk the talk. Operate internally in a team-based structure and try the methodologies on yourself. Lastly, remember that going to teams means personal and professional risks for employees and supervisors that can't be overlooked. All gains are hard won.

After teams have been established, is there still a need to continue evaluation and training? Yes, definitely. Training and the learning process are ongoing. Significantly, research has shown that training team members as a group is much more effective than training individuals.

Why is organizational change such a long-term effort? All significant change is difficult. We've found that because most people think in linear terms cause and effect they don't comprehend that the impact of change is multidimensional. Organizations seek equilibrium. Equilibrium is not "wrong" there are organizations that operate best in a state of equilibrium. However, when there is a fundamental change, the role of the organization, its mission, distribution of power, resources, basic security, and the competencies required are affected. Therefore, organizations need to deliberate about change. They need to be sure that the reason for change is valid and set a realistic time frame for achieving results.

Once an organization determines that change is necessary, what are other key decisions that have to be made? The organization needs to identify the core adaptations that will insure its survival and then decide what core methodologies will assist with change. Change doesn't come free. An organization has a limited amount of resources, i.e., credibility, time, person hours, willingness of people to engage in change, etc. It has to choose what is going to be invested and then provide sufficient resources.

Originally published on August 1995.