Integrated change management framework for the U.S. aerospace and defense industry

The purpose and scope of this research is to: Develop an integrated change management framework for the knowledge workforce in the U.S. aerospace and defense industry. Minimize the impact of workforce attrition, and to nurture the employees’ skills base, during disruptive program changes.An Integrated Change Management Framework for theU.S. Aerospace and Defense Industry Transition Management of Knowledge Workforce Key Words: Organizational Change, Force-field, Transformational Leadership Satya Pilla July 2011Purpose and Scope of the Research Develop an integrated change management framework for the knowledge workforce in the U.S. aerospace and defense industry. Minimize the impact of workforce attrition, and to nurture the employees’ skills base, during disruptive program changes. Research Questions Though what change processes can management lead knowledge workforce transitions during major organizational disruptions in the US aerospace and defense industry? Significance of this Research for Management • No integrated change management frameworks are readily available for the knowledge workforce • This is a new area of research for transformational leadership • This is a new area of research for establishing metrics to measure organizational changesThesis Statement Episodic organizational change involving knowledge workforce, in the U.S. aerospace and defense industry, can be successfully achieved by: implementing transformational leadership strategies to address organizational force-field, and framing leader-follower alignment to gain follower alliance.Main Literature Themes and Authors Force-Field Concept: Lewin, Schein Change Readiness: Armenakis, Bandura Leader Motivation: McClelland, House, Hollander Follower Motivation: Chaleff, Kelley Orientation: Black, Mouton Regulatory Focus: Kark, Van Dijk Self Concept: Lord, Shamir Social Identity: Tajfel, Haslam Key Propositions Distilledfrom the Literature In the domain of knowledge workers: Lewin’s force-field concept can be applied to manage organizational change. Leaders can be “typed” by power and relational motivation, orientation, and regulatory focus. Followers have the same behavior dimensions as leaders Leader-follower alignment is key to follower alliance, and The result will be a high degree of success for workforce transition.Conceptual FrameworkForce-Field Force-Field for Knowledge Workforce Transition -Pilla (2011) Capacity (Operations Strategy) Collaborative Vision & Action (Business Strategy) Commitment (People Strategy) Retention, Productivity Gains Attrition, Operational Bottlenecks Ethnic Diversity, Organizational Cultural mix, Incompatible Leadership Behavior Transformational Leadership, Team Cohesion, Work Content Shared Values in the Vision, Inclusive Environment, Leader-follower Similarity High Perceived Power Distance, One-way Communication Gaps in Skill Mix, Closed Organizational Culture, Disparate Technologies Knowledge Mgmt, Complexity Management Equilibrium State A Equilibrium State B F(+) F(-) F(+) F(-) F(+) F(-) F(+) F(-) Direction of Change from A to B Transition Flux External Environmental Forces Ability Availability External Environmental ForcesConceptual FrameworkLeader-Follower Typology Leader’s Typology Model from Behavioral Dimensions –Pilla (2011) Follower’s Typology Model from Behavioral Dimensions –Pilla (2011) Power, and Relational Power, and Relational Orientation, Regulatory Focus Orientation, Regulatory FocusConceptual FrameworkIntegrated Change Management Framework Vision for Change Leader-Follower Self-Group-Identity Articulate Change Change Readiness Chart Force-Field Frame Leader-Follower Alignment Follower Alliance Change Objectives State A State B Prior Equilibrium New Equilibrium Change Management Framework for Knowledge Workforce Transition -Pilla (2011) Mitigate ResistanceResearch Approach & Formationof Argument • Evidence Based Research Extensive body of scholarly literature for formulating the theoretical framework Existing empirical data for supporting the research propositions • Expert Panel Reviews Academia, Industry, Government • Guidance and Review by Faculty and CohortsFindings Force-field theory for organizational change management is empirically supported Cultural aspects and change readiness concepts for transition are empirically supported. Leader typology is empirically supported by varied studies Follower typology in this study is new, and is not yet empirically verified Leader-follower similarity for transformation is empirically supported.Implications for Management Practice • Great value to the U.S. aerospace and defense industry, for steering the workforce safely through disruptive organizational changes since it strategically builds workforce commitment and mitigates attrition • If organizational change metrics are established, and measured, change scenarios can be digitally simulated, prior to implementation.Future Research Agendas • How does the quasi-stationary equilibrium of Lewin force-field compare with asymmetric appreciative inquiry (AI) for addressing global level changes? • What are the leader-follower alignment implications for the long-term? • How can organizational change be quantitatively measured, monitored and simulated