This document discusses organizational change and managing change efforts. It covers the forces driving change, potential reactions to change and the causes of reactions. It also examines personality traits and attitudes toward change. The document then outlines techniques that can be used to develop support for change, including communication, participation, support programs and incentives. Finally, it presents a systematic four-stage model for identifying the need for change, planning an implementation strategy, implementing the change, and evaluating the results.

1. ORGANIZATIONAL
CHANGE

2. The Issues
The forces driving change
Reactions to change
Causes of reactions
Personality & attitudes toward change
Techniques to develop support for
organizational change
A systematic plan to manage change

3. Species Must Change or They
Will Die
Some have
failed to
change and
have died
Some have
changed and
have thrived

4. Organizations, Too, Must
Change or Die

5. Forces Driving Change
Social
Organizational
Technological
CHANGE
Employee Needs
& Values
Business &
Economic

6. Potential Organizational Change
KUBS foundation classes taught on web only
KUBS majors required to do 2 internships
Foundation (web) classes and first internship
required during summer before and fall of junior
year
Foundation classes must be completed by end of fall
of junior year or dismissed from KUBS
Second internship required during summer before
senior year. Case study based on 2nd internship
required during fall of senior year

7. Team Activity
Describe Impending Change*
Nature of the change
Forces driving the change
Criteria to measure change success
*See Part I on Change Exercise Form

8. Range of Reactions
Active resistance
Leaving
Acquiescence
Opposition
Acceptance
Acceptance/Modification Active
Support

9. Causes of Reactions
Gain/loss
Personal
Characteristics
Understanding
REACTIONS
Agreement
Trust

10. Change Attitudes
Cognitive
The higher the score, the more a person
believes that change produces positive effects
for the individual, coworkers, and the
organization
Affective
The higher the score, the more a person looks
forward to change and enjoys it
Behavioral Tendency
The higher the score, the more a person tends
to initiate and/or support change

11. Result of Change
Attitude Assessment
Cognitive
Affective
Behavioral
Tendency
Your Score
?
?
?
?
U.S. National
Norms
3.2
3.6
3.6
10.4
Total

12. Personality & Change
Tolerance for Ambiguity
The higher the score, the better able a person
is to be comfortable with uncertainty
Dogmatism
The higher the score, the more rigid a person's
belief system (for example, they like to know
the rules and follow them and apply old solutions
to new problems)
Authoritarianism
The higher the score, the stronger a person's
belief that power and status should be clearly
defined and respected, and that there should be
a formal organizational hierarchy of authority
Cont.

13. Personality & Change
(Cont.)
Internal Locus of Control
The higher the score, the more a person
believes that his or her abilities and efforts
influence successes and failures
External Locus of Control
The higher the score, the more a person
believes that other people, circumstances, or
luck influence his or her successes and failures

14. Team Activity
Consider Stakeholders*
Identify important stakeholders
Using terminology from today’s class, describe the
expected reactions of each of the stakeholders
previously identified.
Be specific. If, for example, you identify a group
from which you expect active resistance, pinpoint
(if possible) the specific resistance behaviors
expected.
Using today’s terminology, identify the underlying
causes of the expected reactions.
*See Part II on Change Exercise Form

15. Techniques for Developing
Support and Reducing Resistance
Education and communication
Participation and involvement
Facilitative support
Emotional support
Incentives
Manipulation and co-optation
Coercion

16. Education & Communication
Information on the change
When the change will be introduced
How the change will be introduced
Why the change is necessary
Logic behind the change
Objectives that the change is expected
to accomplish
Strategy Issue: When/how to do
education & communication

17. Participation & Involvement
Help define need
Help define objectives
Help define change
Help define change process
Help lead change process
Participate in trials
Strategy Issue: When/how to do
participation & involvement

18. Facilitative Support
Time
Skills training
Funding
Consultation
Hardware
Software
Infrastructure
Other
Strategy Issue: When/how to do
facilitative support

19. Emotional Support
Information on common reactions
Reasonable goals
Expectation of and support for anxiety
Understanding
Formal programs (e.g., EAPs)
Strategy Issue: When/how to do
emotional support

20. Incentives and Rewards
Responsibility
Challenge
Growth opportunity
Visibility
Intrinsic rewards
Financial rewards
Recognition
Promotion
Strategy Issue: When/how to do
incentives & rewards

21. Manipulation & Co-optation
Manipulation of information provided to
make change look promising
False promises of support
Incentives that become bribes
Figurehead roles to co-opt resistance
Strategy Issue: When/how to do
manipulation & co-optation

22. Coercion
Support change
Support change
Support change
Support change
or
or
or
or
lose pay opportunities
lose job
not get promoted
be embarrassed
Strategy Issue: When/how to do
coercion

23. Team Activity
Plan for Developing
Support and Reducing
Resistance
Using today’s terminology, identify the actions you
recommend to develop the support needed (or to
reduce potentially dysfunctional resistance)
Explain why you feel each of these actions is
appropriate
Explain how each action will contribute toward
meeting effectiveness criteria
*See Parts III
& IV on Change Exercise Form

24. STAGE 1
F
E
E
D
B
A
C
K
CHANGE IDENTIFICATION
Recognize Need
for Change
STAGE 2
Situational
Diagnosis
Identify Nature
of Change
IMPLEMENTATION PLANNING
General
Support
Strategy
Techniques
Selection
Selection
STAGE 3
Unfreezing
STAGE 4
Data Collection
IMPLEMENT CHANGE
Refreezing
Changing
EVALUATE CHANGE
Data Evaluation

25. The Issues
The forces driving change
Reactions to change
Causes of reactions
Personality & attitudes toward change
Techniques to develop support for
organizational change
A systematic plan to manage change