The document discusses organizational change and development (OD). It begins by defining OD as focusing on improving how organizations and people function. It notes that OD aims to address issues like poor morale, unclear goals, and inappropriate leadership that can negatively impact an organization's performance. The document then discusses models for analyzing and planning organizational change, such as force field analysis and levels of commitment. It also covers factors that influence receptiveness to change like readiness, reactions, and sources of resistance within an organization. The summary concludes by outlining Kotter and Schlesinger's methods for dealing with resistance to change, including communication, participation, facilitation, and negotiation.

1. ORGANISATIONAL CHANGE AND DEVELOPMENT Prepared by: Pandurang Shinde IMT-CDL, Ghaziabad Roll No.1011000501

3. Poor morale Unclear goals Poor quality Poor team performance Intergroup conflict Organization Poorly designed tasks Inappropriate leadership style Interpersonal conflicts Low productivity Poor alignment to organization’s strategy Need of change Inappropriate organization structure Organization Development

4. When Will It Occur? Benefit of making change Compared to Cost of making change Change is made Change is not made Amount of dissatisfaction with current conditions Availability of a desirable alternative Existence of a plan for achieving a desirable alternative If benefits exceed costs If costs exceed benefits

5. Force Field Analysis Desired Conditions Current Conditions Before Change After Change During Change Driving Forces Restraining Forces Driving Forces Restraining Forces Driving Forces Restraining Forces

6. Lewin-Force Field Analysis

9. Readiness for change Readiness = D (Dissatisfaction) x V (Vision) x F (First steps) > R (Resistance) D V F Is there enough dissatisfaction with the current state? What is the gap between the current reality and the envisioned future? Is there a sense of compelling vision of a highly desirable future state? To what degree is it shared? To what degree are individuals committed to the vision? Are the first steps for making the change 'doable'?

10. Reaction to change (Rogers)

11. Reaction to change (Rogers) Innovators Those who will leap with enthusiasm at your proposals they will strongly support it and will expect others to be active in pursuing them. Early Adopters These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances. Early Majority Are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle. Late Majority Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation. Resistors (Laggards) Predictable, these people’s interest will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse.

12. The impact of change (its called resistance) UNCERTAINTY IMMOBILITY TO MEET/TRY OUT CHALLENGES BEYOND PERSONAL COMFORT ZONES UPWARD ABDICATION (Wait for direction, Claim lack of direction) FEAR FAILURE FEAR CONSEQUENCES OF NON-DELIVERY FRUSTRATION ( By seniors) LACK OF CONFIDENCE (Portrayed overtly and subtly)

16. Minimizing Resistance to Change Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion

17. Kotter & Schlesinger - Methods for dealing with resistance to change? … /CTD Approach Commonly used in situations Advantages Drawbacks Education + Communication Where there is a lack of information or inaccurate information and analysis Once persuaded, people will often help with the implementation of the change Can be very time-consuming if lots of people are involved Participation + Involvement Where the initiators do not have all the information they need to design the change and where others have considerable power to resist People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan Can be very time consuming if participators design and inappropriate change

18. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? … /CTD Approach Commonly used in situations Advantages Drawbacks Facilitation + Support Where people are resisting because of adjustment problems No other approach works as well with adjustment problems Can be time consuming, expensive and still fail Negotiation + Agreement Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist Sometimes it is a relatively easy way to avoid major resistance Can be too expensive in many cases if it alerts others to negotiate for compliance

19. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Approach Commonly used in situations Advantages Drawbacks Manipulation + Cooptation Where other tactics will not work, or are too expensive It can be a relatively quick and inexpensive solution to resistance problems Can lead to future problems if people feel manipulated Explicit + Implicit Coercion Where speed is essential, and the change initiators posses considerable power It is speedy, and can overcome any kind of resistance. Can be risky if it leaves people mad at the initiators

24. Basic steps of change Recognizing the need for change Attempting to create a new state of affairs Incorporating the changes, creating and maintaining a new organizational system Step 1: Unfreezing Step 3: Refreezing Step 2: Changing Current State New State

25. Team Building: Its Basic Steps Sensitivity groups Objective data Group members recognize problem Diagnose group’s strengths and weaknesses Develop desired change goals Develop action plan to make changes Implement plan Evaluate plan Process completed if successful if unsuccessful Restart process

28. (Lewin, 1951) Change Model Strong exciting Vision, Providing Information on a Better Way of doing things – creating dissatisfaction with the current state, Identify the need for a solution – sell the benefits, model a positive outlook! Develop an incremental plan, with contingencies, design easy wins, create a safe first set, recognise the importance of education, listen to concerns empathetically, reward/reinforce small steps in the right direction! Continually reinforce new behaviours, ensure these are embedded in the artefacts of culture eg guidelines, policies, job descriptions etc., ensure clear responsibility for monitoring key processes using SPC! Unfreezing Moving Re-freezing

34. Change Management Model R E S U L T S Improved State Transition State Current State Leading Change Changing Systems and Structures Creating a Shared Need Mobilising Commitment Making Change Last Monitoring Progress Shaping a Vision

74. Making Change Last Desired Conditions Current Conditions Before Change After Change During Change Force field Analysis Driving Forces Restraining Forces Driving Forces Restraining Forces Driving Forces Restraining Forces