Mobilization
navigating organizational politics and cultures
Power Dynamics
source of individual power
-position
-network
-knowledge
expert power
information power
-personality
Resource Power
the access to valued resources in an organization
Process Power
the control over formal decision making awareness and agendas
Meaning Power
the ability to define the meaning of things. thus the meaning of symbols and rituals and the use of language provide meaning power.
Change occurs when
received benefits of change > perceived cost of change
People react to change for many reasons
Don't equate support with friends and resistance with enemies
It may be ambivalence and not resistance you're seeing
Resistance to change
1. resistance to change is normal and there are often good reasons for it
2. don't assume resistance is "bad" or "negative". It may be helpful
3. Resistance usually contains info that is useful- people have reasons they resist
Reasons for resistance
self-interest
misunderstanding and lack of that
different assessments of the consequences
low tolerance for change
stakeholder
anyone who is influenced or could influence the change you wish to make happen
stakeholder analysis
the process of understanding of the motives power base, alliances, goal etc. of all critical analysis
innovators or early adapters
individuals who seek change and want variety. they have a natural predisposition to change 16%
early majority
individuals who are receptive to change, but are not the first adaptors 34%
late majority
individuals who follow others once the change has been introduced and tried 34%
laggards to late adopters
individuals who are reluctant to change and do so only after many others have adopted. they have a very low predisposition to change 16%
non-adopters
individuals who will not change or adapt under most circumstances. these individuals will actively resist change efforts
types of commitment exhibited
resistant (against the change)
ambivalent (undecided)
neutral (let it happen)
supportive (help it happen)
committed (champions of the change wanting to make it happen)
common causes of negative reactions
1. negative consequences perceived to outweigh the benefits
2. flawed communication process
3. concern that the change has been ill perceived
4. lack of experience with change or locked into old habits
stages of reaction to change
before the change
1. pre-changed anxiety
during the change
2. shock
3. defensive retreat
4. bargaining
5. depression, guilt, and/or allenation
after the change
6. acknowlegement
7. adaptation and change
exothermic
more energy is liberated than is consumed, by the actions undertaken to promote change
endothermic
the change program consumes more energy, than it generates
essential change agent characteristics
-commitment to improvement
-communication
-determination
-eyes on the prize and flexibility
-intelligence
framing behaviors
change the sense of the situation, establishing starting points for change, desiring the change journey, and communicating principles
capacity-creating behaviors
increasing individual and organizational capabilities and creating and communicating connections in the organization
shaping behaviors
shape what people do by acting as a role model , holding others accountable , thinking about change
catalyst
overcomes inertia and focuses the organization
solution giver
knows how to solve the problem
process helper
facilitates the "how to" of change playing the role of the third party intervener