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SeCtion tWo Change approaches & management tools
The four interdependent organisation components in the model are:
• Work: the daily activities of individuals, and the processes, pressures and rewards available to them
• People: the skills and expectations of the workforce
• The formal organisation: the policies, systems and structures which organise the work; and
• The informal organisation: the unwritten practices which emerge over time, including influence and norms
The model assumes the interdependence of each of these components, and the underlying expectation of congruence means that an organisational change in any of the subsystems requires complementary change within the others. Thus a change in the nature of the work undertaken may require realignment with the skills of employees (the people), the way work is organised (the formal organisation) and the alliances between employees (the informal organisation). Failure to undertake alignment work results in problems of resistance, control and power – from a fear of the unknown, flux in formal systems and the threat of removal of power from currently powerful interests. These may be reduced by engagement activities in change, transition management structures and building powerful coalitions for change.
Strengths and limitations
A flexible tool designed to encourage exploration of organisational dynamics in context, rather than specify detailed configurations regardless of time and place. Its concern social, in addition to technical, components is also helpful in considering the warp and weft of organisational life. However, the very flexibility and absence of a ‘template’ of proven solutions to common problems may limit its appeal.
In relation to social care change, the Congruence Model can be criticised through its focus on internal stakeholders. However, the contribution of people accessing services and other external stakeholders can be integrated within the transformation process. Its emphasis on the interconnection of different components of a change process will support the planning and coordination of activities, and through exploring the formal and informal dimensions it encourages discussion of different experiences and influences.
Further reading
1. Nadler D (1987) The effective management of organizational change. In: Lorsch JW (ed), Handbook of Organizational Behavior, Englewood Cliffs, NJ: Prentice Hall, pp. 358–69.
2. Nadler DA and Tushman ML (1977) A diagnostic model for organizational behavior. In: Hackman JR, Lawler EE and Porter LW (eds), Perspectives in Behavior in Organisations, New York: McGraw-Hill, pp. 85–100.
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