10/04/00
of
(David Collins)
1. Introduction
This book review
considers the key arguments/messages discussed by David Collins in his text
‘Organisational Change — Sociological Perspectives’. By outlining and discussing Collins key points of analysis, this
review aims to provide a summary of not only the content of the text, but its
relevance to change management practitioners and students alike.
2. Purpose/Theme of Book
The book
outlines and explains the need for explicit analysis of theory and context as
applied to the study of organisational change and its management. The author, David Collins, proposes that
current theory lets practitioners down, lacks substance and fails to provide
intellectual tools to manage change effectively. He argues that theoretical models based on commonsense are often
preferred as they seem less confusing and problematic, but that we, as change
practitioners, need to challenge and question these common sense models and the
assumptions that underlie our understanding.
The book also provides comprehensive analysis of many theoretical
frameworks used in the field of change management.
The book
commences with Collins making a case for centrality of theoretical discussion,
and analysing the nature of management as a prelude to the study of
change. Collins then picks up and
develops this theme by analysing a range of approaches, analyses
undersocialised models of change by outlining them and considering them within
the context of organisations, focusing on theoretical and methodological
issues. Collins continues to develop a
layered conceptual model for analysis of change and examines the variety of
theoretical perspectives which may be used to analyse change.
3. Main Approaches and Key
Messages
Collins makes a
case for his discussion by initially considering the nature of management
theory. He suggests that management
theory, and its evolution, forms the prelude for study of change management.
Collins
discusses that reflecting on theory and analysing its application is key to
effective management. He points out
that managers must be guided by tools and insights, and suggests that whilst
they may not be perfect in their design and suggested applications, they do
provide us with the frameworks and context to operate more effectively. He states that they challenge our mindset
and enable us to consider other views outside our own.
When analysing
Collins’ work, three main approaches or key messages are evident. The first of these is the key problem in the
study of change management — that authors tend not to discuss the models that
guide their analysis. By not
challenging the theoretical assumptions made within models, Collins suggests
that managers are discarding competitive theoretical alternatives, and thus
limiting both their understanding and effectiveness of managing change.
He states that
change management theory is an ‘evolutionary path of development’ (p 9), but
continues to comment that students and managers alike need to challenge the
theories and methodologies available, and consider them in the context of the
objective they aim to satisfy. He suggests
that the nature of management and management research is not neutral, and that
to be effective practitioners we should challenge the basis and context of
these methodologies, and consider issues in the context of the subject chosen,
and the objectives which the theory/methodologies tries to satisfy. He establishes that it is only until then,
the manager or student is confident that the methodology being applied is truly
appropriate.
Collins
discusses the many and varied management theories that have dominated the
literature over the years, and reflects theoretically on their frameworks. He dominates the discussion with analysis of
Taylorism or Scientific Management and considers the key assumptions in light
of other theorists. From the discussion, Collins concludes that theorists have
developed quite undersocialised models.
He proceeds through further chapters to establish that the discussion of
change management has been quite simple, and tends to ignore the complex social
and cultural aspects of organisations in their design. This is the second key
message presented by Collins, that change management models are
undersocialised, as they fail to acknowledge change in social contexts.
Collins states ‘organisations are social phenomena’ (p 4), and feature human psychology and personality. He argues that effective change management models must consider the features of the organisations and how change management models influence and shape organisations. He adds that the model must also consider the features of society generally, and how the methodology and the changes will impact/inhibit/interact with the external environment. He states that practical models are based on commonsense, and often managers take a too simple approach and miss out on other theoretical concepts and challenges — thus not managing the change as effectively as they could.
Specifically, Collins argues that change models and frameworks are ‘limited, mechanistic and overly-rational views of organisations and of social interaction’ (p 82). He states that they fail to acknowledge social activity, culture, conflict and relationships within organisations. Collins labels these ‘undersocialised’ models as ‘n-step guides’. Common features of ‘n-step guides’ is that they are systematic approaches to change with discrete, manageable steps or phases. They are rational in analysis, planning and managing the change, and sequential in that the change has a beginning and an end. They are also prescriptive in that they argue that they are —tried and tested approaches, thus contributing to the first key message of Collins’ text, that managers assume methodologies are appropriate, and fail to challenge/analyse them.
Collins argues
that ‘n-step guides’ gloss over the change process and oversimplify the
process. This argument is supported by Corning (1995) who suggests that theory
tends to simplify and overgeneralise.
Stickland (1998)
supports Collins’ view that the management of change is an active and creative
process. Stickland argues that without
social relationships and conflict/resistance to change, managers are unable to
harness and utilise innovation and creativity.
Elements such as relationships, conflict, personality and cultures need
to be considered, managed and observed throughout the change process, and
organisations should be not only viewed by theorists as complex and diverse
entities, but managed with the necessary flexibility and ingenuity. The social dimensions of change are critical
to the effective management of change.
The third key
message presented by Collins is that in reaction to these oversimplified and
undersocialised models, managers have swung to dependence on oversocialised
models for change. In pursuit of the
‘magic’ answer, theorists are now too generalised and continue to capture the
complexities of the objectives they set out to achieve. Collins suggests that oversocialised views
of change management actually compound and reinforce the errors of the ‘n-step
guides’. His view is consistent with
Bordow and More (1991) who discusses that many theoretical paradigms view
organisations as concrete structures with consistently and/or similar types of
issues to address. They continue to
argue that many paradigms assume this continuity too readily and that the
differing nature of organisations need to be considered when developing
strategies to improve operation.
Collins
considers HRM in its effort to re-organise organisations to become more
competitive and how they restructure and remodel to more strategically utilise
their human resources. He continues to
introduce the elements of culture, values, power, individualism and
collectivism amongst other uncertain and variable dimensions, demonstrating the
need to consider these in change methodology.
He continues to discuss how oversocialised models simply ‘mirror’ the
lack of attention that ‘n-step guides’ or undersocialised models place on these
elements by glossing over and generalising them.
He successfully
argues that in a time of organisations characterised by social interactions and
complexity, change management models need to be focusing on human
interaction. He states that
‘understanding change can only stem from an appreciation of competing
definitions of organisation’s effectiveness and organisational needs, rather
than a simple assertion of the nature of these’ (p 194).
Collins
continues to review further social theory and discusses theories for analysis
of change and the diversity of available frameworks.
4. Implications/Learning for
Managers
Drawing on the
conclusions of Collins, there are two main implications/learning for change
management practitioners and students in the field.
First, change
managers must critically analyse the literature and model they are applying in
light of the objective it aims to achieve.
There is no benefit to the organisation if the model or methodology
being applied is not suitable, or too generalised, and does not meet the needs
of the organisation. Collins develops a
convincing argument that without this critical analysis, change managers are
not effectively managing change.
The second main
implication/learning for change managers is the failure of current change
models and methodology to be targeted.
On one hand the ‘n-step guides’ ignore the social elements of an
organisation and, therefore, fail to provide the focus that may be needed by a
change program. On the other hand,
oversocialised models tend to over-generalise and over-simplify the social
elements, assuming that key features of relationships, power, culture and
interaction are common regardless of the organisation. Both fail to provide the change manager with
a tailor-made and targeted model to meet the needs of the organisation. The challenge for change managers is to
consider these social elements in more detail.
Collins does not
deny that theory provides managers with tools and insights that provide
frameworks and context to operate more effectively. However, he suggests that change managers must be more critical
and analytical in their choice of approach, rather than assuming their
credibility and applicability.
5. Conclusion
Collins’ text is
an informative source of information on contemporary change management models
and approaches, and provides a comprehensive analysis of their application
within organisations. His discussion
challenges the mindset of many, in that he suggests the way we have applied
change models over the years has lacked critical analysis and examination.
Collins
examination of change models and approaches will assist change managers and
students to consider why these models have been developed, the assumptions they
have been based on, and how they can be applied or indeed improved in their
application within modern day organisations.
His point regarding the social relationships/interactions that exist
within organisations, and the inherent lack of analysis of these elements in
change models, stimulates readers to consider areas to value add to the field
of literature.
The text is a
useful source of information and provides a refreshing look at change
management theory. Change managers and
students should include this resource in their tool kits.
6. References
Collins, D.
1998, Organisational Change — Sociological
Perspectives, Routledge, New York.
Bordow, A.,
& More, E. 1991, Managing
Organisational Communication, Longman Cheshire Pty Ltd, Melbourne.
Stickland, F.
1998, Building Blocks of Change —
Dynamics of Change, Routledge, London.