The document discusses managing organizational change and learning, including recognizing the need for change, diagnosing problems, selecting appropriate interventions, implementing changes through managing the transition and measuring results, and maintaining changes through establishing a learning organization and managing resistance to change. Key aspects of the change process include unfreezing old behaviors, moving to new behaviors, and refreezing the changes through reinforcement.

1. Managing Organizational
Change and Learning

2. Managing Organizational
Change and Learning
A Proactive Behavior

3. Why is it Important to Adapt to
Change?
 Individuals, teams, or organizations
that do not adapt to change in timely
ways are unlikely to survive.

4. Adapting to Change
 Individuals, teams
and organizations
that recognize the
inevitability of
change, learn to
adapt to it, and
attempt to manage
it, will be the most
successful.

5. What is Change?
 Coping process of moving from a
unsatisfactory present state to a
desired state

6. Reacting to Change
 Unplanned
 ―Fire fighting‖

7. Learning Principles and Change
 Principles of learning
 Unfreezing old learning
 Movement to new learning
 Refreezing the learned behavior

8. Change Agents
 An intervener who…
 Brings a different perspective to a
situation
 Challenges the status quo (position)
 The success of a change program
rests heavily on…
 The relationship between the change
agent and key decision makers

9. Types of Change Agents
Internal External-Internal External

10. Why People Resist Change
 Rational or irrational reaction to
 Uncertainty
 Actual, perceived, or imaged threats
 Parochial self-interest
 Misunderstanding
 Lack of trust
 Different assessments
 Low tolerance for change

11. Reducing Resistance to Change
 Employee resistance can be reduced
by utilizing:
 Education and communication
 Participation and involvement
 Facilitation and support
 Negotiation and agreement
 Manipulation and cooptation
 Explicit and implicit coercion

12. Model for Managing Change
Forces for change Selection of
Performance Diagnosis of
appropriate
Environmental outcomes the problem intervention
• Market
• Technology Organizational Information Leads
Structural
Affect Group Encourage Participation to
• Resources Skill/attitude
Internal Individual Change agent Behavioral
• Behavior
• Processes 1 2 3 4
Limiting Conditions Implementation Evaluation
Followed Provision of method
Leadership climate by Timing for Feedback
Formal organization Scope Adjustment
Organization culture Experimentation Revision
5 6 Reinforcement 7
Feedback
Feedback

13. Forces for Change
 Environmental Forces
 Economic
 Technological
 Social/political
 Internal Forces
 Process problems
 Behavioral problems

14. Diagnosis of a Problem
 Change agents facilitate a diagnosis
 Gathering, interpreting, and presenting data
 There is no formula for accurate diagnosis
 Questions that can point to the right
direction:
 What is the problem, as distinct from the
symptoms of the problem?
 What must be changed to resolve the problem?
 What outcomes (objectives) are expected
from the change?
 How will those outcomes be measured?

15. Data Collection Process &
Techniques
 Processes and techniques…
 Questionnaire
 Direct observation
 Interviews
 Workshops
 Examination of
documents and records

16. Intervention
Intervention –
A specific action or program
undertaken to focus the change
process on particular targets.

17. Depth & Approach of Change
 Depth of intended change
 Scope and intensity of organizational
change efforts
 Approaches to achieving change
 Structural
 Behavioral
 Technological

18. Alternative Change Techniques
 Structural Change
 Change the nature of jobs
 Change the bases for departmentalization
 Change line-staff relationships
 Behavioral Change
 Team building
 Diversity training
 Technological Change
 New ways of transforming resources
into products or services

19. Technological Change Techniques
Flexible
manufacturing Automation
systems
Robotics Wireless
Connectivity

20. High-Tech Disappointments
 High-tech changes often disappoint
 Structural changes not implemented
 Behavioral changes lacking
 Employee training
 Compensation
 Management style

21. Anticipated Outcomes of
Change
Structural Work simplification
Satisfaction
changes Job enrichment
Morale
Job description
Performance
Departmentalization
Initiator of
change: internal Communications
Behavioral Team building Attitudes
and/or external Cross-cultural understanding
changes Self-awareness
change agent Managing diversity Problem solving
Technological Robotics Efficiency
changes Automation Output
Wireless connectivity Quality

22. Appreciative Inquiry
 A method of focusing on and bringing about
positive change
 Uses metaphors and narratives to strengthen an
individual or organization’s ability to anticipate,
seize, or initiate positive potential
 A positive approach to change that completely
lets go of problem-based management
 Individual engagement to bring about creative
solutions

23. Framework for Appreciative
Inquiry
1 2 3 4
Discovery Dreaming Designing Delivery
Phase Phase Phase Phase
Identifying Thinking Discussing Creating
everything about what and clear
that is the the analyzing objectives
best of “possibilities” what of “what is
“what is” are “should” be going to be”

24. Trends in Organizational
Change
Downsizing Empowerment
Flextime Virtual Jobs

25. Limiting Conditions
 Selection of a change technique…
 Based on diagnosis of the problem
 Tempered by the conditions at the
time an intervention is to occur
 Conditions to consider…
 Leadership climate
 The formal organization
 The organizational culture
 Resistance to change

26. Implementing & Evaluating Change
 The implementation of proposed
change has two dimensions:
 Timing — when to make the change
 Scope — how much change to make
 Feedback should be solicited during
the monitoring phase
 It helps determine the success of the
change

27. Ethical Issues of Change
 Change itself is not unethical
 It creates opportunities for unethical
behavior
 Ethical choices are always guided by
the underlying values of management
 Employ and empower managers
who create and foster a culture that
encourages ethical behavior

28. Guidelines for Managing Change
 Everyone involved must have…
 High and visible commitment to the effort
 Advance information that lets them know what
is to happen and why they are being asked to do
what they are to do
 The change effort…
 Must connect to other parts of the organization,
especially evaluation and reward systems
 Should be directed by line managers and
assisted by a change agent, if necessary

29. Guidelines for Managing Change
 For a change to be effective…
 The effort must be based on good diagnosis and
consistent with the conditions in the
organization
 Management must remain committed to the
effort through all its steps
 Evaluation is essential and must consist of more
than asking people how they felt about the effort
 People must see the connection between the
effort and the organization’s mission and goals
 Change agents, if used, must be competent and
perceived as such

30. The Learning Organization
 Learning is a key ingredient in…
 Growing
 Becoming more effective
 Becoming more socially responsible
 Sustaining the business’s value
proposition

31. A Learning Perspective
 Scanning the environment
 Performance issues
 Metrics
 Experimental philosophy
 Transparency
 Education
 Operational variety
 Multiple advocates
 Engaged leaders and role models

32. Manager’s Role in Learning
Organizations
 Managers who also lead can create or
contribute to the learning
environment
 Build a commitment
to learning
 Work to generate
ideas with impact
 Work to generalize
ideas with impact

33. Manager’s Role in Learning
Organizations
 Sustaining a learning organization requires
 A commitment to learning
 Generation & implementation of creative ideas
 Building cohesive teams
 Fostering collaboration and support
 What is learned must be implemented
in order to execute a change
 Managers must be decisive and action
oriented

34. Converting a Traditional
Organization
 Change the way information and
experienced are used
 Change the way information is
sought, used, stored and reviewed
 Information must be shared, available,
and transparent
 Actively work to make information, new
ideas, and creativity part of the culture

35. Planned Change
 Results from
deliberate
attempts by
managers to
improve
organizational
operations

36. Unfreeze
Change
Three Phases of
Planned Change Refreeze

37. Unfreezing
 Help people
accept that
change is
needed because
the existing
situation is not
adequate

38. Changing
 Involves
rearranging of
current work
norms and
relationships to
meet new needs

39. Refreezing
 Reinforces the
changes made
so that the new
ways of
behaving
become
stabilized

40. Steps in the Planned Change
Process
Recognize the need
for change
Diagnose and
plan change
Manage the
transition
Measure results
Maintain change

41. Model of Planned Change
By Permission: Porres & Silvers (1991)

42. Model of Planned Change – 2
Porras & Silvers Model:
1. Change intervention (two
categories):
 Organization transformation
 Organization development
2. Organizational target variables:
 Vision (beliefs, purpose, mission)
 Work setting (organizing
arrangements, social
factors, technology, physical setting)

43. Model of Planned Change – 3
Porras & Silvers Model:
3. Individual organizational member:
Cognitive change (four types):
Alpha change
Beta change
Gamma (A) change
Gamma (B) change
Behavior change

44. Model of Planned Change – 4
Porras & Silvers Model:
4. Organizational outcomes:
 Improved organizational performance
 Enhanced individual development

45. Managing the Planned Change
Process
 Improving the organization’s ability to
cope with unplanned changes that are
thrust upon it
 Modifying employee’s attitudes and
behaviors to make them more
effective contributors to the
organization’s goals

46. Initiating the Planned Change
Process
 Recognize the need for change
 Diagnose and plan change
 Formulate Goals
 Determine stakeholders’ needs
 Examine driving and restraining
forces

47. Force-Field Analysis
 Process of analyzing the forces that
drive change and the forces that
restrain it

48. Driving Forces
 Factors that
push toward the
new, more
desirable status
quo

49. Restraining Forces
 Factors that
exert pressure
to continue past
behaviors or to
resist new
actions

50. Managing the Planned Change
Process
 Consider contingencies to determine
the best interventions
 Manage the transition
 Measure results
 Maintain change