Running Head: SEEKING CONTINUITY AGAINST CHANGE REVIEW 1 A Review of Kolb s (2003) Seeking Continuity Against Organizational Change Kaley R. Klaus Fort Hays State University LDRS 802: Organizational Systems, Change, & Leadership Dr. Stacy Townsley
SEEKING CONTINUITY AGAINST CHANGE REVIEW 2 Introduction Seeking Continuity Against Organizational Change: A Storytelling Approach by Darl G. Kolb (2003) discusses how a manufacturing factory in New Zealand approached organizational changes. The intent of this article is to describe how storytelling can be used to establish continuity in the organizational change process. Kolb reflects on the outcomes of the storytelling approach and also reflects on his time at the factory. This article would benefit many organizational leaders needing to create buy-in for change. Thesis Kolb begins his article by discussing the idea of continuity and its role in organizational change. The method of storytelling was introduced during a two-day retreat intending to help reduce resistance to the changes and establish a better continuity in the organization. Kolb reflects on his time at the factory and argues that storytelling can help an organization establish continuity through what may be a difficult change. Main Points Kolb first cites Srivastva, Fry, and associates to define continuity the connectedness over time among organizational efforts and a sense or experience of ongoingness that links the past to the present and the present to future hopes and ideals (p. 180-181). After being asked to consult with the manufacturing factory, Kolb had to consider the fact that the factory had a long history. Choosing to use the storytelling approach allowed employees to appreciate the factory s history while still embracing the need for change. Through the stories, it was learned that the many rapid and simultaneous changes the factory was experiencing were similar to changes the factory had once had in the past. This discovery helped reduce the resistance the current changes in the factory. Kolb states, through
SEEKING CONTINUITY AGAINST CHANGE REVIEW 3 the collective story activity, I believe that participants gained perspective on the proposed changes and that this perspective not only greatly reduced resistance to change but also provided a link between staff members across the years of experiences and differences in their respective backgrounds (p. 182). When reflecting on his consulting experience, Kolb stated that senior workers gave everyone else, even the leaders, a sense of relief and helped employees see the changes as less radical, more doable (p. 182). By using the storytelling approach, Kolb believed that the exercise allowed practitioners to explore the abstract concept of organizational continuity in an applied setting (p. 182). Kolb suggests that managers should use the history of their organizations to discover what the organization has considered as radical versus revolutionary versus transformational changes. Using an organization s history may reconsider how a manager chooses to initiate change. Kolb ends his article by suggesting that managers should link the past, present, and future to make sense of current changes and rather than proclaim the need for change, they should foster and develop continuity (p. 182). Critical Assessment Given the extensive discussion of organizational change within our LDRS 802 course, this article speaks to just one method of alleviating the stress change can cause in an organization. In addition, one must consider the continuous change that an organization endures. For example, the ever-developing technology platforms that organizations utilize to operate are always changing. Kolb s article begins and ends with the discussion of continuity, and how storytelling is just one method to create a culture that appreciates the past while looking forward to the future. Because our society is always changing, Kolb s study is an example of how an organization must remember its past, to understand how it arrived to a certain point in time.
SEEKING CONTINUITY AGAINST CHANGE REVIEW 4 This article also provides a lesson to organizational leaders as it implies an extra value in veteran employees. In the article, it is mentioned that some of the veteran employees discussed periods of change the current organizational leaders had not even known about. This created a greater connection between the organization s leaders and veteran employees, as learning from the past is a valuable lesson. Kolb is aware that the storytelling approach may not work in all organizations. In fact, at the time his article was published, he had not implemented the storytelling approach in any other organization; however, he did note that he will likely use it again in the future. Kolb was certainly not the first scholar to use storytelling. Terez (2002) stated that storytelling has been around for thousands of years, and can be a powerful tool to build community and exert influence. In the 12 years since Kolb s 2003 article was written, several tales of storytelling have been told as well. Scholars have discussed the power behind storytelling during organizational change. For example, Parkin (2004) argues that storytelling sparks new ideas during times of organizational change. Another scholar, Denning (2008), argues that storytellers in an organization can relay the message of change and offer immediate impact. In addition, Denning states that storytelling overcomes barriers to communication (p. 130). Kolb (2003), Parkin (2004), and Denning (2008) all discuss the value in storytelling during the organizational change process; however, not one discusses the approach empirically. While writing this review, I did some of my own research as well; however, I did not find any studies that adequately discussed a measured impact of storytelling during organizational change. This, I believe, is a gap that should be filled. While there are many concepts or tools that have been supported in a qualitative manner with little to no empirical evidence of impact, I think this is one such tool that needs more empirical support.
SEEKING CONTINUITY AGAINST CHANGE REVIEW 5 Kolb s presentation of other literature is focused on the concept of continuity. This is critical as he is arguing that storytelling creates a culture of continuity in organizations during periods of change. It appears that Kolb provides a brief, yet thorough, review of continuity, and that assists the reader in understanding Kolb s believed connection with storytelling. There is no scholarly support or review of literature related to storytelling, however. The discussion of storytelling is based solely on Kolb s experience with the manufacturing factory. Reflection Kolb s article is an easy read. It is also a practical read for any practitioner wanting to ease the process of change in their organization. By explaining his consulting process in detail, Kolb provides the practitioner with a guide of how to implement storytelling in their organization. For example, Kolb spoke first with the employee that worked at the factory the longest, he then spoke with the second-longest serving employee and so on. This, for Kolb, was a detail that should not be overlooked, as he wanted to know the past before discussing the present or future. During Kolb s reflection, he also helps the reader connect the results of the storytelling activity to the idea of continuity and how the approach created, somewhat, a new culture in the manufacturing factory. I was thankful that a majority of Kolb s article was a practical application of the storytelling approach; it provided a better understanding of the tool and its impact on participants. As stated, this is a very practical article. It is not overloaded with a large amount of literature, although one could argue there should be more literature on the concept of storytelling. Regardless, this article provides a leader insight into a one method of reducing resistance to change. Perhaps, it even describes a method one could use to initiate change, which is what Parkin (2004) discusses in her article. I would encourage any leader wanting to propose change,
SEEKING CONTINUITY AGAINST CHANGE REVIEW 6 or implement change in their organization to consider using storytelling, especially if the organization has a long history. Overall, I have learned of a new method of easing change, which is something every leader needs.
SEEKING CONTINUITY AGAINST CHANGE REVIEW 7 References Denning, S. (2008). Stories in the workplace. HR Magazine, 53(9), 129-132. Retrieved from http://search.ebscohost.com.ezproxy.fhsu.edu:2048/login.aspx?direct=true&db=ofm&an =510853524&site=ehost-live Kolb, D. G. (2003). Seeking continuity amidst organizational change a storytelling approach. Journal of Management Inquiry, 12(2), 180-183. Retrieved from http://search.proquest.com/docview/203315238?accountid=27424 Parkin, M. T. (2004). Telling tales. People Management, 10(4), 44. Retrieved from http://search.ebscohost.com.ezproxy.fhsu.edu:2048/login.aspx?direct=true&db=ofm&an =12439683&site=ehost-live Terez, T. (2002). The business of storytelling. Workforce, 81(5), 22-24. Retrieved from http://search.ebscohost.com.ezproxy.fhsu.edu:2048/login.aspx?direct=true&db=ofm&an =510220247&site=ehost-live