The Relational Model of Organizational Change
AT RCRC WE BUILD ON THIS PREVIOUS WORK to address the question – “how do we get from here to there?” In other words, how can we deliberately intervene to change both organizational structures and relational dynamics in order to produce sustainable, cost-effective, high quality outcomes? Jody Hoffer Gittell has worked with Professors Amy Edmondson and Ed Schein to develop a Relational Model of Organizational Change. This model has the following components:
- Relational Interventions Using relational mapping, RC measurement, coaching and training to build relational dynamics based on shared goals, shared knowledge and mutual respect
- Work Process Interventions: Using work process improvement as an opportunity for deeper transformation
- Structural Interventions: Redesigning organizational structures to support and sustain these new relational dynamics
RCRC works with its partners to create organizational change through real-world experiments, testing and further developing the Relational Model of Organizational Change.
See Learning to Coordinate: A Relational Model of Organizational Change.
See Relational Coordination: Guidelines for Theory, Measurement and Analysis.
What is Relational Coordination?
Relational Coordination Theory
The Relational Coordination Difference
New Directions for Relational Coordination Theory (in Oxford Handbook of Positive Organizational Scholarship)