This document discusses organizational change and managing change. It covers several key points:
- Organizational change is a structured approach to ensuring changes are smoothly implemented to achieve lasting benefits, as organizations now face rapid change.
- Change management is transitioning individuals, teams, and organizations to a desired future state through a formal process of introducing and approving changes.
- Major factors affecting the success of change include advocates of change, the degree and time frame of change, and impact on organizational culture.
- Resistance to change is normal and must be addressed by listening to concerns and overcoming it through education, vision, participation, and negotiation.
- Strategies to lessen resistance include communication, creating a
The document discusses reasons why a caterpillar may not want to become a butterfly, noting that caterpillars can easily find food by crawling and climbing rather than flying. It also provides numerous potential responses to why the caterpillar resists change, such as fear of the unknown results of metamorphosis, enjoyment of their current abilities, or simply not seeing the need for change. The document explores common barriers to organizational change, including resistance to new processes, relationships, skills and ways of thinking. It emphasizes the importance of change management strategies to address human factors and gain acceptance of changes in order to successfully implement initiatives.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
The document discusses change management and reasons for resistance to change. It defines change management as a set of processes used to implement significant organizational changes in an orderly, controlled manner. The goal is to overcome resistance to change and get employees to buy into and support the transformation. A common change management process has three phases: preparing for change, managing change through detailed planning and implementation, and reinforcing change through data gathering and recognition. The ADKAR model identifies five stages - awareness, desire, knowledge, ability, and reinforcement - needed for successful individual and organizational change. Common reasons for resisting change include fear of leaving one's comfort zone, clinging to old habits and routines, loss of authority or status, lack of trust, economic threats,
Change or die!” is thus the rallying cry among today’s managers w.docxtidwellveronique
“Change or die!” is thus the rallying cry among today’s managers worldwide. In a number of places in this book, we’ve discussed the changing nature of the workforce. Almost every organization must adjust to a multicultural environment, demographic 263264changes, immigration, and outsourcing. Technology is continually changing jobs and organizations. It is not hard to imagine the very idea of an office becoming an antiquated concept in the near future.
The housing and financial sectors recently have experienced extraordinary economic shocks, leading to the elimination, bankruptcy, or acquisition of some of the best-known U.S. companies, including Bear Stearns, Merrill Lynch, Lehman Brothers, Countrywide Financial, Washington Mutual, and Ameriquest. Tens of thousands of jobs were lost and may never return. After years of declining numbers of bankruptcies, the global recession caused the bankruptcy of auto manufacturers General Motors and Chrysler, retailers Borders and Sharper Image, and myriad other organizations.
Competition is changing. Competitors are as likely to come from across the ocean as from across town. Successful organizations will be fast on their feet, capable of developing new products rapidly and getting them to market quickly. In other words, they’ll be flexible and will require an equally flexible and responsive workforce. Increasingly, in the United States and Europe, the government regulates business practices, including executive pay.
Social trends don’t remain static either. Consumers who are otherwise strangers now meet and share product information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends, as Liz Claiborne did when it sold off fashion brands (such as Ellen Tracy), de-emphasized large vendors such as Macy’s, streamlined operations, and cut staff. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. “Green” practices are quickly becoming expected rather than optional.
Not even globalization’s strongest proponents could have imagined how world politics would change in recent years. We’ve seen a major set of financial crises that have rocked global markets, a dramatic rise in the power and influence of China, and dramatic shakeups in government across the Arab world. Throughout the industrialized world, businesses—particularly in the banking and financial sectors—have come under new scrutiny.RESISTANCE TO CHANGE
Our egos are fragile, and we often see change as threatening. One recent study showed that even when employees are shown data that suggest they need to change, they latch onto whatever data they can find that suggests they are okay and don’t need to change.1 Employees who have negative feelings about a change cope by not thinking about it, increasing their use of sick time, and quitting. All these reactions can sap the organization of vital energy when it is most needed.2
Resistance ...
The documents discuss change management and reasons for resistance to change. They cover:
- The ADKAR model of change management which outlines 5 stages (Awareness, Desire, Knowledge, Ability, Reinforcement) for successful change.
- Common definitions of change management as employing processes to ensure significant changes are implemented in an orderly, controlled way to effect organizational change.
- Key features of change management including developing a vision for an alternative and strategies to implement change while overcoming resistance.
- 10 common reasons why people resist change, such as fear of leaving their comfort zone, old habits, loss of authority, lack of trust, and economic threats. Effective communication is important to address resistance.
Resistance to organizational change manimegalai.s pondicherry universityManimegalai S
This document discusses resistance to organizational change. It begins by defining resistance as a natural human response to change initiated by others. It then outlines the five phases of the life cycle of change and discusses the nature and factors contributing to resistance, including rational factors like differing opinions on the merits of change, and non-rational factors like political influences. The document also discusses how to recognize and reduce resistance by improving education and communication, increasing participation, supporting adjustment, negotiating agreements, and using coercive tactics if needed to implement important changes.
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
This document discusses organizational change and managing change. It covers several key points:
- Organizational change is a structured approach to ensuring changes are smoothly implemented to achieve lasting benefits, as organizations now face rapid change.
- Change management is transitioning individuals, teams, and organizations to a desired future state through a formal process of introducing and approving changes.
- Major factors affecting the success of change include advocates of change, the degree and time frame of change, and impact on organizational culture.
- Resistance to change is normal and must be addressed by listening to concerns and overcoming it through education, vision, participation, and negotiation.
- Strategies to lessen resistance include communication, creating a
The document discusses reasons why a caterpillar may not want to become a butterfly, noting that caterpillars can easily find food by crawling and climbing rather than flying. It also provides numerous potential responses to why the caterpillar resists change, such as fear of the unknown results of metamorphosis, enjoyment of their current abilities, or simply not seeing the need for change. The document explores common barriers to organizational change, including resistance to new processes, relationships, skills and ways of thinking. It emphasizes the importance of change management strategies to address human factors and gain acceptance of changes in order to successfully implement initiatives.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
The document discusses change management and reasons for resistance to change. It defines change management as a set of processes used to implement significant organizational changes in an orderly, controlled manner. The goal is to overcome resistance to change and get employees to buy into and support the transformation. A common change management process has three phases: preparing for change, managing change through detailed planning and implementation, and reinforcing change through data gathering and recognition. The ADKAR model identifies five stages - awareness, desire, knowledge, ability, and reinforcement - needed for successful individual and organizational change. Common reasons for resisting change include fear of leaving one's comfort zone, clinging to old habits and routines, loss of authority or status, lack of trust, economic threats,
Change or die!” is thus the rallying cry among today’s managers w.docxtidwellveronique
“Change or die!” is thus the rallying cry among today’s managers worldwide. In a number of places in this book, we’ve discussed the changing nature of the workforce. Almost every organization must adjust to a multicultural environment, demographic 263264changes, immigration, and outsourcing. Technology is continually changing jobs and organizations. It is not hard to imagine the very idea of an office becoming an antiquated concept in the near future.
The housing and financial sectors recently have experienced extraordinary economic shocks, leading to the elimination, bankruptcy, or acquisition of some of the best-known U.S. companies, including Bear Stearns, Merrill Lynch, Lehman Brothers, Countrywide Financial, Washington Mutual, and Ameriquest. Tens of thousands of jobs were lost and may never return. After years of declining numbers of bankruptcies, the global recession caused the bankruptcy of auto manufacturers General Motors and Chrysler, retailers Borders and Sharper Image, and myriad other organizations.
Competition is changing. Competitors are as likely to come from across the ocean as from across town. Successful organizations will be fast on their feet, capable of developing new products rapidly and getting them to market quickly. In other words, they’ll be flexible and will require an equally flexible and responsive workforce. Increasingly, in the United States and Europe, the government regulates business practices, including executive pay.
Social trends don’t remain static either. Consumers who are otherwise strangers now meet and share product information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends, as Liz Claiborne did when it sold off fashion brands (such as Ellen Tracy), de-emphasized large vendors such as Macy’s, streamlined operations, and cut staff. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. “Green” practices are quickly becoming expected rather than optional.
Not even globalization’s strongest proponents could have imagined how world politics would change in recent years. We’ve seen a major set of financial crises that have rocked global markets, a dramatic rise in the power and influence of China, and dramatic shakeups in government across the Arab world. Throughout the industrialized world, businesses—particularly in the banking and financial sectors—have come under new scrutiny.RESISTANCE TO CHANGE
Our egos are fragile, and we often see change as threatening. One recent study showed that even when employees are shown data that suggest they need to change, they latch onto whatever data they can find that suggests they are okay and don’t need to change.1 Employees who have negative feelings about a change cope by not thinking about it, increasing their use of sick time, and quitting. All these reactions can sap the organization of vital energy when it is most needed.2
Resistance ...
The documents discuss change management and reasons for resistance to change. They cover:
- The ADKAR model of change management which outlines 5 stages (Awareness, Desire, Knowledge, Ability, Reinforcement) for successful change.
- Common definitions of change management as employing processes to ensure significant changes are implemented in an orderly, controlled way to effect organizational change.
- Key features of change management including developing a vision for an alternative and strategies to implement change while overcoming resistance.
- 10 common reasons why people resist change, such as fear of leaving their comfort zone, old habits, loss of authority, lack of trust, and economic threats. Effective communication is important to address resistance.
Resistance to organizational change manimegalai.s pondicherry universityManimegalai S
This document discusses resistance to organizational change. It begins by defining resistance as a natural human response to change initiated by others. It then outlines the five phases of the life cycle of change and discusses the nature and factors contributing to resistance, including rational factors like differing opinions on the merits of change, and non-rational factors like political influences. The document also discusses how to recognize and reduce resistance by improving education and communication, increasing participation, supporting adjustment, negotiating agreements, and using coercive tactics if needed to implement important changes.
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
UNDERSTANDING AND COPING WITH CHANGEUNDERSTANDING AND COPING WI.docxMARRY7
1. Change often causes fear and resistance in people due to the uncertainty and instability that comes with change. People fear losing what is familiar and valuable to them and having to develop new skills.
2. There are several reasons why people resist organizational change, including fearing loss of self-interest, misunderstanding the implications of change due to lack of trust, and having different assessments of problems and solutions than those initiating the change.
3. However, change can be managed by acknowledging it, facing it objectively, getting involved in the process, communicating, empowering others, achieving short-term wins, consolidating gains, and institutionalizing new practices. Understanding the sources of resistance and properly implementing change can help people
This document provides an overview of managing change and organization development. It discusses the nature of change, costs and benefits of change, resistance to change, and frameworks for interpreting change. It also covers the role of transformational leadership in change, practices to build support for change, and the meaning and characteristics of organization development. Organization development is defined as the systematic application of behavioral science knowledge at various levels to bring about planned change, with the general objective of making the organization more effective and capable of self-renewal.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
Change management is a systematic approach to dealing with change at both the organizational and individual level. It involves adapting to change, controlling change, and effecting change. There are different types of change like structural, cost cutting, process, and cultural change. There are also two main theories of change - Theory E which focuses on rapid shareholder value and cost cutting, and Theory O which emphasizes employee participation and building bonds between the enterprise and employees. For change to be successful, an organization needs to be change-ready by having respected leaders, personally motivated employees, and a non-hierarchical collaborative culture. Key steps to managing change include assessing change-readiness, developing participative approaches, giving employees a voice, and driving out fear.
This document outlines a session on leading change. It discusses various theories and models of change, including:
1. Lewin's three stage model of change involving unfreezing, movement, and refreezing.
2. Kotter's eight step model for managing change.
3. Force field analysis, which examines driving and restraining forces for change.
It also provides an example applying Lewin's model to a scenario involving enhancing client privacy and dignity in a residential home by closing bathroom doors. The session aims to help students develop a plan for a client-focused change for their organization as part of an assignment.
This document discusses planning for change and change management. It provides definitions for key terms like planned change and change agent. It also outlines several models for managing change, including Lewin's three-stage model of change involving unfreezing, moving to a new level, and refreezing. The document also discusses Lippitt's seven phases of change theory and different types of changes. Overall, the document emphasizes the importance of thoughtful planning, involvement of stakeholders, and making changes realistic and measurable when managing organizational change.
This document discusses resistance to change and how to manage it. It describes resistance as having affective, cognitive, and behavioral dimensions. There are two main types of resistance: active resistance which conflicts with organizational identity, and passive resistance which occurs without clarifying how change relates to identity. Common causes of resistance include dislike of change, uncertainty, attachment to culture, and excessive change. The document outlines different perspectives on resistance ("images") and recommends developing a resistance profile to identify likely resistors, the strength and potential impact of resistance, and the most appropriate method to address it, such as education, participation, facilitation, negotiation, or coercion.
This document discusses change management and provides an overview of key concepts. It defines change management as managing the people side of change to achieve organizational results. It discusses individual and organizational change management and who is involved. It also summarizes several theories of change management and models for managing change, including Lewin's three-phase model, Kotter's eight steps, and different types of change. The document emphasizes the importance of leadership, communication, learning, and reinforcement in effective change management.
There are many reasons why people resist change, including situational factors and personality traits. Situational reasons include fear of the unknown, disrupted social relationships, and poor communication about the reasons for change. Personality factors that can contribute to resistance include cognitive dissonance, conservatism, and a need for status quo. Effective change management is needed to overcome resistance by clearly explaining the need for change and minimizing disruption.
The document discusses the concept of "viral change" as an alternative approach to traditional change management in organizations. Viral change proposes that small, incremental behavioral changes initiated by just a few individuals can spread rapidly through social networks and tipping points to create sustainable organizational change. It argues that focusing on changing behaviors rather than processes can allow for flexible change to occur more quickly than traditional top-down approaches. The document also outlines various strategies and concepts from the book such as using language and stories to spread new behaviors, identifying influential individuals to help changes spread, and revisiting common assumptions about how change occurs in organizations.
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
Notes taken from the book authored by Ronald Heifetz and Martin Linskey.
Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston, Mass.: Harvard Business School Press.
Thank you to the authors for creating a work so enduring and so enlightening. Even after 12 years, the message in this piece still rings true.
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
This document discusses resistance to change and how to manage it. It begins by defining resistance as a multidimensional phenomenon comprising affective, cognitive, and behavioral responses. Active resistance includes behaviors like criticizing or undermining, while passive resistance involves actions like procrastinating or feigning ignorance. Reasons for resistance include a dislike of change, perceived negative impacts, and a lack of conviction in the need for change. The document then outlines several approaches to managing resistance, such as using education and participation when resistance stems from a lack of information or involvement. It also discusses profiling potential resistors to understand the nature and strength of anticipated resistance.
Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
Change management involves planning and controlling organizational changes to adapt to external conditions. It comprises both revolutionary and evolutionary transformations. People often resist change due to fears of job/status loss or increased workload. Managers must consider the negative effects of changes and ensure employee participation to achieve positive results. There are typically seven phases of individual and group change responses: shock, denial, rational acceptance, emotional acceptance, learning, realization, and integration. Resistance can be reduced by addressing psychological security concerns, building trust, and gaining consensus on necessary changes.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
More Related Content
Similar to Management of Change is crucial for organisation
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
UNDERSTANDING AND COPING WITH CHANGEUNDERSTANDING AND COPING WI.docxMARRY7
1. Change often causes fear and resistance in people due to the uncertainty and instability that comes with change. People fear losing what is familiar and valuable to them and having to develop new skills.
2. There are several reasons why people resist organizational change, including fearing loss of self-interest, misunderstanding the implications of change due to lack of trust, and having different assessments of problems and solutions than those initiating the change.
3. However, change can be managed by acknowledging it, facing it objectively, getting involved in the process, communicating, empowering others, achieving short-term wins, consolidating gains, and institutionalizing new practices. Understanding the sources of resistance and properly implementing change can help people
This document provides an overview of managing change and organization development. It discusses the nature of change, costs and benefits of change, resistance to change, and frameworks for interpreting change. It also covers the role of transformational leadership in change, practices to build support for change, and the meaning and characteristics of organization development. Organization development is defined as the systematic application of behavioral science knowledge at various levels to bring about planned change, with the general objective of making the organization more effective and capable of self-renewal.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
Change management is a systematic approach to dealing with change at both the organizational and individual level. It involves adapting to change, controlling change, and effecting change. There are different types of change like structural, cost cutting, process, and cultural change. There are also two main theories of change - Theory E which focuses on rapid shareholder value and cost cutting, and Theory O which emphasizes employee participation and building bonds between the enterprise and employees. For change to be successful, an organization needs to be change-ready by having respected leaders, personally motivated employees, and a non-hierarchical collaborative culture. Key steps to managing change include assessing change-readiness, developing participative approaches, giving employees a voice, and driving out fear.
This document outlines a session on leading change. It discusses various theories and models of change, including:
1. Lewin's three stage model of change involving unfreezing, movement, and refreezing.
2. Kotter's eight step model for managing change.
3. Force field analysis, which examines driving and restraining forces for change.
It also provides an example applying Lewin's model to a scenario involving enhancing client privacy and dignity in a residential home by closing bathroom doors. The session aims to help students develop a plan for a client-focused change for their organization as part of an assignment.
This document discusses planning for change and change management. It provides definitions for key terms like planned change and change agent. It also outlines several models for managing change, including Lewin's three-stage model of change involving unfreezing, moving to a new level, and refreezing. The document also discusses Lippitt's seven phases of change theory and different types of changes. Overall, the document emphasizes the importance of thoughtful planning, involvement of stakeholders, and making changes realistic and measurable when managing organizational change.
This document discusses resistance to change and how to manage it. It describes resistance as having affective, cognitive, and behavioral dimensions. There are two main types of resistance: active resistance which conflicts with organizational identity, and passive resistance which occurs without clarifying how change relates to identity. Common causes of resistance include dislike of change, uncertainty, attachment to culture, and excessive change. The document outlines different perspectives on resistance ("images") and recommends developing a resistance profile to identify likely resistors, the strength and potential impact of resistance, and the most appropriate method to address it, such as education, participation, facilitation, negotiation, or coercion.
This document discusses change management and provides an overview of key concepts. It defines change management as managing the people side of change to achieve organizational results. It discusses individual and organizational change management and who is involved. It also summarizes several theories of change management and models for managing change, including Lewin's three-phase model, Kotter's eight steps, and different types of change. The document emphasizes the importance of leadership, communication, learning, and reinforcement in effective change management.
There are many reasons why people resist change, including situational factors and personality traits. Situational reasons include fear of the unknown, disrupted social relationships, and poor communication about the reasons for change. Personality factors that can contribute to resistance include cognitive dissonance, conservatism, and a need for status quo. Effective change management is needed to overcome resistance by clearly explaining the need for change and minimizing disruption.
The document discusses the concept of "viral change" as an alternative approach to traditional change management in organizations. Viral change proposes that small, incremental behavioral changes initiated by just a few individuals can spread rapidly through social networks and tipping points to create sustainable organizational change. It argues that focusing on changing behaviors rather than processes can allow for flexible change to occur more quickly than traditional top-down approaches. The document also outlines various strategies and concepts from the book such as using language and stories to spread new behaviors, identifying influential individuals to help changes spread, and revisiting common assumptions about how change occurs in organizations.
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
Notes taken from the book authored by Ronald Heifetz and Martin Linskey.
Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston, Mass.: Harvard Business School Press.
Thank you to the authors for creating a work so enduring and so enlightening. Even after 12 years, the message in this piece still rings true.
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
This document discusses resistance to change and how to manage it. It begins by defining resistance as a multidimensional phenomenon comprising affective, cognitive, and behavioral responses. Active resistance includes behaviors like criticizing or undermining, while passive resistance involves actions like procrastinating or feigning ignorance. Reasons for resistance include a dislike of change, perceived negative impacts, and a lack of conviction in the need for change. The document then outlines several approaches to managing resistance, such as using education and participation when resistance stems from a lack of information or involvement. It also discusses profiling potential resistors to understand the nature and strength of anticipated resistance.
Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
Change management involves planning and controlling organizational changes to adapt to external conditions. It comprises both revolutionary and evolutionary transformations. People often resist change due to fears of job/status loss or increased workload. Managers must consider the negative effects of changes and ensure employee participation to achieve positive results. There are typically seven phases of individual and group change responses: shock, denial, rational acceptance, emotional acceptance, learning, realization, and integration. Resistance can be reduced by addressing psychological security concerns, building trust, and gaining consensus on necessary changes.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
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5. WHAT IS CHANGE?
Make or become different.
- Oxford Dictionary
Change could be merely incremental or a major
change. Whichever, it implies a difference.
9. DEALING WITH CHANGE
REACTIVELY
PROACTIVELY
By responding only when one has
to, usually too late.
By planning for change and trying
to keep one step ahead.
10. DEALING WITH CHANGE
THIRD OPTION ?
Ignore and hope that it will go away !
This was the course followed by
the dinosaurs……
11. Is there a need to change?
IMPLEMENTING CHANGE
12. …Grow with the time
If you do not change,
Life will change you,
But not on your terms….
And you will become obsolete
anyway!
- Anon
13. IS THERE A NEED TO CHANGE?
Unless changes can provide definite tangible
or intangible benefits, there is no reason to
effect any changes.
The overall benefits of organisational goal
should always be paramount whilst changes
are being considered.
17. PLANNED CHANGE
1st ORDER CHANGE
Is a linear and continuous change.
It implies no fundamental shifts in
the assumptions that organizational
members hold about how the
organization can improve its
functioning.
INCREMENTAL CHANGE
18. PLANNED CHANGE
2nd ORDER CHANGE
Multidimensional, multilevel,
discontinuous and radical change
involving reframing of assumptions
about the organization and the world
in which it operates.
MAJOR CHANGE
19. PLANNED CHANGE
CHANGE AGENTS
Persons who act as catalysts and
assume the responsibility for managing
change activities.
Internal
Commander or person deputed by him.
External
Selectivity
25. Deferred
Deferred action sometimes, clouds the link
between the source of resistance and the
reaction to it.
A change may produce what appears to be
only a minimal reaction at the time it is initiated
but surfaces weeks, months or years later.
26. Deferred
A single change in itself may have little impact;
but if it comes after a series of events, it could
well become the proverbial “straw that breaks
the camel’s back”. Reactions to change can
build up and then explode in some response
that seems totally out of proportion to the
change action it follows.
The resistance, has only been deferred and
stockpiled. What surfaces is a response to an
accumulation of changes.
28. Resistance to Change
Organizational
Threat to
Existing
Relationships
Threat to
Existing
Allocations
Structural
Inertia
Limited
Focus
of Change
Threat
to Expertise
Group Inertia
30. Education and Communication
Resistance can be reduced through
communicating with employees to help them
see the logic of a change. If employees get the
full facts and get any misunderstandings
cleared up, resistance will subside.
This tactic basically assumes that the source of
resistance lies in misinformation or poor
communication.
31. Participation
It is difficult for individuals to resist a change
decision in which they have participated. Before a
change is made, those opposed can be brought into
the decision process.
If the participants have the expertise to make
meaningful contribution, their involvement can
reduce resistance, obtain commitment and increase
the quality of the change decision.
As against these advantages are the negatives:
potential for poor solution and great time
consumption.
32. Facilitation and Support
Change agents can offer a number of supportive
efforts to reduce resistance. When employee fear
and anxiety are high, employee counseling and
therapy, new skills training or a short paid leave may
facilitate adjustment.
The drawback of this tactic is that like education and
participation, it is time consuming. It is also
expensive and its implementation offers no
assurance of success.
33. Negotiation
Exchange something of value for lessening of
resistance.
This could of course be costly. Besides, it could
open up the possibility of being blackmailed by other
individuals in positions of power.
34. Manipulation and Cooptation
Manipulation refers to covert attempts to
influence. Twisting and distorting of facts to make
them appear more attractive, withholding
undesirable information or creating false rumours
to get employees to accept a change are all
examples of manipulation.
Cooptation is a form of both manipulation and
participation. It seeks to buy off the leaders of a
resistance group by giving them a key role in the
change decision. The leader’s advice is sought,
not to seek a better decision, but to get their
endorsement.
35. Manipulation and Cooptation
Both manipulation and cooptation are relatively
inexpensive and easy ways to gain the support of
adversaries, but the tactics can backfire if the
targets become aware they are being tricked or
used. Once discovered, the change agent’s
credibility may drop to zero.
36. Coercion
Application of direct threat/force on the resisters.
Examples of coercion include threats of posting out,
negative appraisal report etc.
Coercion is relatively inexpensive and an easy way
to gain the support of adversaries, but (like
manipulation and cooptation) the tactic can backfire
if the change targets become aware they are being
tricked or used and the change agent’s credibility
may drop to zero.
42. 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.
44. ORGANISATIONAL DEVELOPMENT
(OD)
A collection of planned change
interventions, built on humanistic-
democratic values, that seek to improve
organisational effectiveness and
employee well being.
45. ORGANISATIONAL DEVELOPMENT
The OD paradigm values human and
organizational growth, collaborative and
participative process and spirit of
inquiry.
The change agent may be ‘directive’ in
OD – however, there is a strong
emphasis on collaboration.
49. Participative vs Directive
Participative change cycle tends to be more
appropriate for working with individuals and
groups who are motivated, seek
responsibility and have a degree of
knowledge and experience that may be
useful in developing new ways of operating.
Once the change starts, these people are
highly capable of assuming responsibilities
for implementation of the desired change.
50. Participative vs Directive
Although these people may welcome change and
the need to improve, they may become very rigid
and opposed to change if it is implemented in a
directive high task-low relationship manner.
A directive change style is inconsistent with their
perceptions of themselves as responsible, self-
motivated people who should be consulted
throughout the change process. Directive change
style results in resistance and is inappropriate to
the situation.
51. Directive vs Participative
A directive change style might be appropriate and
productive with individuals and groups who are not
ambitious, are dependent and are unwilling to take
on new responsibilities unless forced to do so. In
fact these people might prefer direction from their
leader to being faced with decisions that they are
not willing or experienced enough to make.
52. Directive vs Participative
It is just as inappropriate for a manager to attempt
to implement change in a participate manner with
a staff that has never been given the opportunity
to take responsibility and has become dependent
on its manager for direction, as it is to implement
change in a directive manner with a staff that is
ready to change and willing to take responsibility
for implementing it.
54. PARTICIPATIVE CHANGE
A significant advantage of participative
change is that once the change is accepted,
it tends to be long-lasting. Since everyone
has been involved in the development of the
change, each person tends to be highly
committed to its implementation.
The disadvantage of the participative change
is that it tends to be slow.
55. DIRECTIVE CHANGE
The advantage of directive change is
speed. Using positional power, leaders can
impose change immediately.
The disadvantage is that the change tends to
be volatile. It often results in animosity,
hostility, and in some cases, overt and covert
behaviour to undermine and overthrow.
56. PARTICIPATIVE / DIRECTIVE
CHANGE
Participative change cycle tends to be effective when
induced by leaders who have ‘personal power’. On the
other hand, Directive change cycle necessitates that a
leader have significant ‘positional power’.
Managers who decide to implement change in an
authoritarian, coercive manner would be wise to have
the support of their superiors and other sources of
power or they may be effectively blocked by their staff!
59. COMMUNICATION
OF PROPOSED CHANGE
Change targets must be told before
initiating the change.
Communicate,
To all at the same time to avoid spread
of rumours.
Internally before communicating
externally.
Don’t delegate. Communicate the
proposed change yourself to ensure no
distortion in the message.
60. RECAP
WHAT IS CHANGE?
PLANNED CHANGE
LEVELS OF CHANGE
CHANGE CYCLE
SERVICE ORGANIZATION AS A SYSTEM
RESISTANCE TO CHANGE
MANAGING ORGANISATIONAL CHANGE
MANAGERIAL OPTIONS
SUCCESSFUL CHANGE
COMMUNICATION OF PROPOSED CHANGE
61. “Learning that does not lead
to change is like a book on the
shelf, waiting to be read”
- Extracted from ‘The 10 Rules of Success’
62.
63.
64. Unfreezing the Status Quo
Status
Quo
Restraining
Forces
Time
Driving
Forces
Effectiveness
Desired
State
Encouragement from superiors,
imparting knowledge of benefits
of change, competition, rewards,
incentive earnings, etc.
Individual resistance, group
conformity, apathy, hostility,
lack of knowledge of benefits
of change etc.
65. Unfreezing the Status Quo
Status
Quo
Restraining
Forces
Time
Driving
Forces
Effectiveness
Desired
State
66. Learning Curve for Change
Restraining
Forces
Time
Driving
Forces
Effectiveness
UNFREEZING AND
CHANGING
Decline in effectiveness
REFREEZING
Effectiveness soars after
acceptance of change