Forces for Change
Nature of the workforce
Technology
Economic Shocks
Competition
Social Trends
World Politics
Change
Making things different
Planned Change
Change activities that are intentional and goal oriented.
-Two goals of planned change:
1. Improve the ability of the organization to adapt to changes in its environment.
2. Change employee behavior
Change Agents
Persons who act as catalysts and assume the responsibility for managing change activities.
Overcoming Resistance to Change
Education and communication
Participation
Building support and commitment
Develop positive relationships
Implementing changes fairly
Manipulation and co-optation
Selecting people who accept change
Coercion
The Politics of Change
-Change threatens the status quo, making it an inherently political activity
-Politics suggest the impetus for change is more likely to come from outside change (who have less invested in the status quo), or managers slightly removed from the main power s
Four Main Approaches to Managing Organizational Change
Lewin's Three-Step Model
Kotter's Eight-Step Plan for Implementing Change
Action Research
Organizational Development
Lewin's Three-Step Model
Unfreezing the status quo-->Movement to a desired end state-->Refreezing the new change to make it permanent.
Unfreezing
Changing to overcome the pressures of both individual resistance and group conformity.
Movement
A change process that transforms the organization from the status quo to a desired end state.
Refreezing
Stabilizing a change intervention by balancing driving and restraining forces.
Driving Forces
Forces that direct behavior away from the status quo.
Restraining Forces
Forces that hinder movement from the existing equilibrium.
Kotter's Eight-Step Plan for Implementing Change
1. Establish a sense of urgency by creating a compelling reason why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving the vision.
4. Communicate the vision
Action Research
A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
-The process consists of five steps: diagnosis, analysis, feedback, action and evaluation.
Organizational Development (OD)
A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
The underlying values in most OD efforts:
-Respect for people
-Trust and support
-Power equali
Sensitivity Training
Training groups that seek to change behavior through unstructured group interaction.
Survey Feedback
The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.
Process Consultation (PC)
A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need improvement.
Team Building
High interaction among team members to increase trust and openness.
Intergroup Development
OD efforts to change the attitudes, stereotypes and perceptions that groups have of each other.
Appreciative Inquiry (AI)
An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
Innovation
A new idea applied to initiating or improving a product, process or service.
Idea Champions
Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance and ensure that the idea is implemented.
Learning Organization
An organization that has developed the continuous capacity to adapt and change.
Single-loop Learning
A process of correcting errors using past routines and present policies.
Double-loop Learning
A process of correcting errors by modifying the organization's objectives, policies and standard routines.
Challenge Stressors
Stressors associated with workload, pressure to complete tasks, and time urgency.
Hindrance Stressors
Stressors that keep you from reaching your goals (politics, confusion of job responsibilities).
Demands
Responsibilities, pressures, obligations and even uncertainties that individuals face in the workplace.
Resources
Things within an individual's control that can be used to resolve demands.