“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
Introduction and concepts of change, nature, forces and types of changeDr. Ajith Sundaram
The document discusses organizational change and the management of change. It defines organizational change as the process by which organizations modify their structures, strategies, operations, technologies or cultures. Organizational change can be continuous or occur over distinct periods of time. The goal is to find improved ways of using resources and capabilities to increase an organization's ability to create value. There are many types and approaches to managing organizational change effectively.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Organisational conflicts and resolutionrenujain1208
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of resistance at the individual and organizational level, causes of resistance, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, participation, support, and addressing personal concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern.
The document discusses organizational change and provides information on defining organizational change, the importance of organizational change, different types of organizational change (strategic transformational change, structural change, remedial change, people-centric change, technological change, and unplanned change), the change process which includes preparing for change and having the right management skills, drivers of change, reasons for resistance to change, and ways to ensure successful organizational change such as having a clear vision and goals, prioritizing changes, securing buy-in, creating an implementation plan, and providing training and support.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Introduction and concepts of change, nature, forces and types of changeDr. Ajith Sundaram
The document discusses organizational change and the management of change. It defines organizational change as the process by which organizations modify their structures, strategies, operations, technologies or cultures. Organizational change can be continuous or occur over distinct periods of time. The goal is to find improved ways of using resources and capabilities to increase an organization's ability to create value. There are many types and approaches to managing organizational change effectively.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Organisational conflicts and resolutionrenujain1208
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of resistance at the individual and organizational level, causes of resistance, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, participation, support, and addressing personal concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern.
The document discusses organizational change and provides information on defining organizational change, the importance of organizational change, different types of organizational change (strategic transformational change, structural change, remedial change, people-centric change, technological change, and unplanned change), the change process which includes preparing for change and having the right management skills, drivers of change, reasons for resistance to change, and ways to ensure successful organizational change such as having a clear vision and goals, prioritizing changes, securing buy-in, creating an implementation plan, and providing training and support.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
The document discusses organizational change and provides definitions and characteristics of change. It states that change is inevitable for organizations facing a dynamic environment. There are internal and external forces driving change, including technological changes, market conditions, social changes, and political/legal changes. The types of change include individual, group, and organizational levels. Managing planned change involves planning, assessing change forces like driving and restraining forces, and implementing change through a three phase process of unfreezing old behaviors, changing to new behaviors, and refreezing the changes.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Organisation Development and Change ManagementManoj Kumar
This PPT is about Organisational Development and Change.This PPT also gives insight on OD process,personel and interpersonal intervention,Team Intervention and Structural invention.This PPt is designed in simple laNGUAGE IN A WAY THAT U.G AND pP.G STUDENTS CAN UNDRSTAND
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.
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
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BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
This document discusses change management and the change process. It provides an overview of common change models including Lewin's three-stage model of unfreezing, changing and refreezing; Kotter's 8-step model; and McKinsey's 7-S model. It also discusses reasons for change, both external factors like markets/technology and internal factors like strategy/workforce. The origins and evolution of change management as a field are covered. Finally, it outlines the typical steps in a change process including unfreezing, transitioning, and refreezing staff to a new state.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
This document discusses organizational change and the factors that drive it. It identifies both external factors like technology, customer needs, the economy, and politics, as well as internal factors like changes in management, deficiencies in the existing organization, and the nature of the workforce. It also outlines different levels of change - individual, group, and organizational. Organizational change is inevitable as businesses need to adapt to remain competitive in a dynamic environment. Both external pressures and internal deficiencies can necessitate changes to organizational structure, processes, and strategies.
Lecture 1 lo1 a organisational change fundamentalsfaiz rasool
This document discusses organizational change and the factors involved. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organization's structure, operations, roles, or working conditions. Changes can be planned, resulting from deliberate decisions, or unplanned and imposed on the organization. Managing resistance to change is also discussed, including the importance of communication, participation, empathy, negotiation, and other strategies.
Organizational change refers to alterations in a company's systems, processes, structures, or culture. It is a continuous process driven by internal and external factors. Change affects the entire organization and can generate stress among employees. Key factors influencing organizational change include technological advancements, market shifts, leadership changes, and deficiencies in existing practices. The process of planned change involves identifying the need, determining what needs to change, planning the change, assessing forces that may help or hinder it, implementing actions, and gathering feedback.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
organizationalchange-140813221313-phpapp02.pptxMargi Shah
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products. Changes can include alterations to structure, operations, roles, or working conditions/environment. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed unexpectedly. The document outlines factors that drive change, both internal like personnel or climate issues, and external like technology or regulations. It also describes the process of change, roles of change agents, skills needed by agents, and sources of resistance to change at both individual and organizational levels. Managing resistance involves communication, participation, support, and other strategies.
The document discusses change management and provides an overview of the change management process. It describes change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then outlines Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. Finally, it discusses a general five stage model of change management including anticipating change, entering and contracting, diagnosis, implementation, and evaluation and institutionalization.
This document defines organizational change and discusses managing resistance to change. It provides examples of organizational changes like new technology systems. Upper management undertakes changes but often faces resistance from employees. There are many reasons employees resist change, like fear of the unknown or loss of status. Successful change management requires understanding resistance and helping employees deal with concerns. The key is engaging people in the process since they determine the return on investment from change. Change leaders must communicate the vision, involve people from all areas, and gain organizational buy-in to successfully implement changes.
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2. What is Change?
Organizational change can be defined as the alteration in structure, technology or
people in an organization or behavior by an organization. Here we need to note that
change in organizational culture is different from change in an organization. A new
method or style or new rule is implemented here.
“A process through which something becomes different.” This is the dictionary
definition. Organisational change refers to the alteration in technology, structure,
method, people, or their behaviour.
3. An organizational change occurs due to two major factors namely :
External factor − External factors are those factors that are present outside the
firm but force the firm to change or implement a new law, rule etc. For example,
all banks are bound to follow the rules laid down by the RBI.
Internal factor − Internal factors are those factors that are caused or introduced
inside an organization that forces a change. For example, no smoking in the
workplace.
4. Kurt Lewin’s Force Field Analysis
Kurt Lewin, is a noted organizational theorist who proposed the force field analysis for
organizational change. In this theory, he has prioritized
Driving force − Driving force can be defined as an organizational force that makes a
change with respect to structure, people and technology. In short, it drives the
organization from one culture to another.
Restraining force − Restraining force is the force which changes the culture from the
existing state to the old state. It indicates a backward motion while the driving force
indicates a forward motion.
5. Importance of Organizational Change
There is a need of change in an organization because there is always a hope for further
development, and in order to survive in a competitive market, the organization needs
to be updated with changes. However, we have listed some reasons to explain why
changes are deliberately made and carefully planned by the organization before
implementation.
It improves the means to satisfy the economic requirements of people.
It enhances the profitability of organization.
It promotes employee satisfaction and well-being.
7. 1. Planning
Without planning, an organization tends to fall apart and
causes problems than benefits.
One needs to analyse the nature of change and how it must be
implemented. Also, check if the change is suitable and
compatible for the organization or not.
One needs to assign roles to individuals who are responsible
for the change.
Timeline and effectiveness of the change are also key
components. The routines will be changed, so need to keep the
track on this as well.
8. Planned change takes places in an organization when there is a demand for change due to
two types of forces.
Internal forces that lead to a planned change in an organization include obsolescence
of production and service, new market opportunities, new strategic direction,
increasing workforce diversity, and shift in socio-cultural values.
External forces that lead to a planned change in an organization include regulators,
competitors, market force, customers, and technology. Each of these forces can create
pressing demand for change in small or big, public or private, business or non-
business organizations.
The Need for Planned Change:
9. Once the management decides to implement some changes in the organization, it needs
to be done carefully as it is a very sensitive issue. It is very important for all the
employees to adapt to change. According to Kurt Lewin, the planned organizational
change is implemented in three different stages. They are:
• Refreezing
• Changing
• Unfreezing
Process of Planned Change:
10. Unfreezing − In this stage, the organization studies if the change is required or not, what and why is the
change necessary. Considering the entire situation, the organization decides for appropriate change. Thus a
plan and strategy is formulated as required.
Changing − In this stage, the organization executes the plan and program for change. For this purpose,
proper precautions are taken in order to maintain cooperation and coordination between the employees and
management, avoiding miscommunication or disputes. Adequate supervision and control is arranged as
needed.
Refreezing − This is the final stage, in order to bring organizational change. By way of supervision, the
organization tries to evaluate the effectiveness of change. Collecting all this information, the management
interprets whether to continue or replace change by some other alternatives or to make further minor
changes.
11. If one is left out of the huddle of change, that one will face difficulties
in adapting.
Decisions for implementing change should come from top level.
All the staff should be on board right from the beginning and able to
deal with the changes else will face dissension within the staff.
If anyone has problem or questions regarding changes, one needs to
show them the effects and implementation of the same.
2. LACK OF CONSENSUS
12. Failing to communicate creates rumours and
fear amongst employees. This is because they
want to know what's happening around them.
Feeling of uncertainty among employees
disrupts their work and they feel they are not a
part of decision.
Management should keep the employees
regularly updated. It should involve all
employees in decisions or brainstorming.
3. Communication
13. They become uncomfortable with changes happening around them.
Employees know their part in the organization, when they are
interrupted by any change they can be upset about it.
This is because they don't want to re-learn their jobs or change the
way of doing things.
4. Employee Resistance
14. Causes of Resistance to change
People might not trust the change that is going to occur
They don’t feel the urgency for change
They feel that change is not necessary
They feel that change is not possible
It is costlier than the previous method.
15. Causes of Resistance to change
Fear of their performance. They might not be able to perform well
with the change to be implemented, thus leading to personal failure.
They are not able to adapt the change well then they fear to lose
their status that they have gained over time.
Social, cultural and organisational disagreements with the change.
They lose their job due to lack of good performance.
16. Overcoming Resistance to Change
Supporting employees and making them feel important.
Keeping a good communication with employees.
Involving them in decision making process.
Timely communication with employees and not creating a “Suspense
atmosphere”.
Helping the employees understand why the change is necessary for
them.
17. Overcoming Resistance to Change
Taking employee feedback about the change and ongoing work and
changing plans accordingly.
The implementation of change must take place at every level of the
organisation. This includes preparing, managing and supporting.
Blend formal and informal communication via various ways so that no
employee remains unattended.
Make the mission and vision of the organisation clear to the employees.
18. Why There Is a Resistance to Change?
When we talk about organizational change we need to mention that
this process isn’t simply a journey from point A to point B.
You will need to pass many barriers if you want to succeed in your
intentions to improve your business.
One of the biggest barriers is resistance to e as an integral part of
each change process.
19. The practice of managing resistance to change recognize four types of
persons regarding their responses to changes. So, we can have:
Persons who will initiate the change process.
Persons who will accept the proposed change.
Persons who will be indifferent to the proposed change.
Persons who will not accept the proposed change.
20. 28 Factors of RESISTANCE TO CHANGE
Threat of power on an individual level: It is more likely that managers will resist
changes that will decrease their power and transfers it to their subordinates. In
such a way, threat of power is one of the causes of resistance to change.
Threat of power on an organizational level: With the change process, some
groups, departments or sectors of the organization become more powerful.
Because of that, some persons will be opposed to such a proposal or processes
where they will lose their organizational power.
21. Losing the control by employees. The change process sometimes can reduce the
level of control that managers can conduct. In such a way managers can resist the
proposed changes if the change process will require reduction of their control power.
Increasing the control of the employees: Organizational changes can increase the
managerial control of the employees, and this process can produce employees to
become resistant to such proposal proposals of change;
Limited resources. A normal problem in every organization is to have limited
resources. When resources are limited, and with the proposed organizational changes
those resources are threatened, the resistance to change is more likely to occur;
28 Factors of RESISTANCE TO CHANGE
22. Economic factors: Organizational changes sometimes can be seen from the
employee’s side simply as something that will decrease or increase their salary or
other economic privileges that some workplace brings to them in the moment
before implementation of the change process. It is normal to expect that those
people who feel that they will lose the portion of their salary will resist the change.
Implications on personal plans: Organizational change can stop other plans,
projects or other personal or family activities. In such a way this become one of
the causes of resistance to change for those persons who will be reached by this
change;
28 Factors of RESISTANCE TO CHANGE
23. Image Prestige and Reputation: Each workplace brings adequate image, prestige
and reputation that are important to all employees. Organizational changes can make
a drastic shift in these employee’s benefits. If this is the case with the proposed
change, then it will produce dissatisfaction. So, image, prestige and reputation is
one of the causes of resistance to change;
Too much dependence on others: In an organization there are employees who too
much depend on other individuals. This dependence is based on current support that
they receive from powerful individuals. If the change process brings the threat of
that dependence, it will cause resistance to change of those persons that will be
threatened by this change;
28 Factors of RESISTANCE TO CHANGE
24. Misunderstanding the process: Organizational individuals usually resist change when
they do not understand the real purpose of the proposed changes. When employees don’t
understand the process, they usually assume something bad. This will cause resistance
to change;
Mistrust to initiators of change: When employees don’t have trust to the initiators of
the process, the process will not be accepted and this will cause resistance to change;
Job’s security. Organizational change can eliminate some work places, can produce
technological excess, layoffs and so on. Job’s security simply is one of the causes of
resistance to change;
28 Factors of RESISTANCE TO CHANGE
25. Threat of comfort: Organizational changes in many cases results in personal
discomfort and make employee’s life more difficult. They make a transfer from the
comfort of the status quo to the discomfort of the new situation. Employees have
the skills to do an old job without some special attention to accomplishing the task.
Each new task requires forgetting the old methods of doing the job and learning new
things that lead to waste of energy, and causes dissatisfaction;
28 Factors of RESISTANCE TO CHANGE
26. Reallocation of resources. With organizational changes, some groups, departments
or sectors of the organization can receive more resources while others will lose. So,
this will bring resistance from the individuals, groups or departments who will lose
some of their currently available resources.
Already gained interests of some organized groups in the company.
Organizational change can make new groups more significant for the success of the
organization. That’s a big threat for old coalitions that will cause resistance to change
in those groups that will become more insignificant with the proposals;
28 Factors of RESISTANCE TO CHANGE
27. Fear of unknown: Organizational change, in many cases leads to uncertainty and
some dose of fear. It is normal people to feel the fear of uncertainty. When
employees feel uncertainty in a process of transformation, they think that changes
are something dangerous. This uncertainty affects organizational members to resist
the proposed change;
Organizational members’ habits: Employees work in large part is based on habits,
and work tasks are performed in a certain way based on those habits. Organizational
changes require shifts of those habits and because of that dissatisfaction from these
proposals.
28 Factors of RESISTANCE TO CHANGE
28. Threat to interpersonal relations. Employees are often friends with each other
and they have a strong social and interpersonal relationship inside and outside
organization. If an organizational change process can be seen as a threat to these
powerful social networks in the organization, the affected employees will resist to
that change.
Weakness of the proposed changes. Sometimes proposed change might have a
weakness that can be recognized by the employees. So, those employees will resist
the implementation of the process until these weaknesses will not be removed or
solved.
28 Factors of RESISTANCE TO CHANGE
29. Bureaucratic inertia: Every organization has their own mechanisms as rules,
policies, and procedures. Sometimes, when individuals want to change their
behavior these mechanisms in many cases can resist to the proposed changes;
Selective information processing: Individuals usually have selective information
processing, or hear only something that they want to hear. They simply ignore
information that is opposite of the current situation, and with this, they don’t want to
accept important aspects of the proposed changes. Because of that, appear resistance
to change;
28 Factors of RESISTANCE TO CHANGE
30. Skepticism about the need for change. If the problem is a not a personal thing of
employees, they will not see the real need why they must change themselves. Those
that can’t see the need for change, will have a low readiness level of the change
process;
Increasing workload. In the process of organizational change, except normal
working activities, employees usually will must implement activities of a new
change process. These increases of workloads, affects appearing of resistance to
change
28 Factors of RESISTANCE TO CHANGE
31. Different evaluation and perception. Different evaluation and perception
can affect the organizational changes if there are persons who consider the
proposed changes as a bad idea. Because of that they are resistant to proposed
changes.
Previous Experience: All employees already have some experience with a
previous organizational change process. So, they know that this process is not
an easy process. That experience simply will tell them that most of the change
processes in the past was a failure. So, this can cause resistance to change;
28 Factors of RESISTANCE TO CHANGE
32. Short time to perform the change process. Because organizational systems
are open systems and they are interactive with their environment, the need of
change often comes from outside. In such a way the performing time is dictated
from the outside of an organization. These situations lead to a short time
for implementation of the organizational change process and cause resistance to
change.
28 Factors of RESISTANCE TO CHANGE
33. Uninformed employees: Often times employees are not provided with
adequate information about organizational changes that must be
implemented. And normally, this can cause resistance to change;
Peer pressure: Often, we utilize some kind of informal punishment for
colleagues who supports change which others don’t support. This situation
can have a large impact on increasing the level of resistance to change;
28 Factors of RESISTANCE TO CHANGE
35. John Kotter, leadership and change management professor at Harvard
Business School, introduced his ground-breaking 8-Step Change Model in
his 1995 book, “Leading Change”.
Built on the work of Kurt Lewin, the model sets out the 8 key steps of the
changes process, arguing that neglecting any of the steps can be enough for
the whole initiative to fail.
36. The idea of a change being necessary for the success of the organisation can be
very powerful. If you can create an environment where individuals are aware of
an existing problem and can see a possible solution it is likely support for the
change will rise. Generating conversation about what is happening and what
direction the organisation could go in will help to achieve this. One way to kick-
start this is to create a forum where issues and potential solutions are raised and
discussed.
1. Create Urgency
37. This step is all about preparation and Kotter estimates that roughly 75% of a
company’s management needs to be behind a change for it to be successful.
This emphasises his point that it is important to prepare well before jumping
into the change process. This step creates the 'need' for change, rather than
just a 'want' for change. The difference is very important when it comes to the
likely support and eventual success of the change.
1. Create Urgency
38. It will be very hard to lead the whole change process on your own, and therefore it
is important to build a coalition to help you direct others. The coalition you build
should be made up of a range of skills, a range of experience and people who come
from different areas of the business, to maximise its effectiveness. The coalition
can help you to spread messages throughout the organisation, delegate tasks and
ensure there is support for the change organisation-wide. Team members that
collaborate, complement each other and can drive each other to work harder will
make your life easier and the change more likely to be successful.
2. Form a Powerful Coalition
39. A change initiative is likely to be very complicated and can often be hard to
understand, in particular for employees at the lower end of the hierarchy. For this
reason, creating a vision that is easy to understand and encapsulates the overall
aim is a useful way of generating support from the whole organization. While
this vision should be simple and understandable, it also needs to be inspirational
to have maximum effect.
3. Create a Vision for Change
40. Creating the vision is not enough to generate support for it, it then needs to be
communicated throughout the organization. This is an excellent opportunity to
utilize the coalition you have built up, as between them they are likely to have
networks in every area of the business. It is important to continuously
communicate this message as it is likely that competing messages are also being
spread.
4. Communicate the Vision
41. The first four steps are essential in building the strength of your change initiative,
but it is also important to look for what is likely to reduce its chances for success.
Whether its individuals, traditions, legislations or physical obstacles, it is likely
there will be a few barriers blocking your change’s path. Identify these as early
as possible and rely on available resources to break them down, without
disrupting any other areas of the business.
5. Remove Obstacles
42. Change processes often take a while to reap any rewards and this can cause
support to fall if individuals think their effort has been wasted. For this reason, it
is important to demonstrate the advantages of the new process by creating some
short-term wins. Shorter term targets are also useful tools for motivation and
direction. Using these wins to justify investment and effort can help to re-
motivate staff to continue backing the change.
6. Create Short-Term Wins
43. Many change processes fail as complacency creeps in towards the end and project
are not finished properly. Therefore, Kotter argues it is important to sustain and
cement the change for long after it has been accomplished. Keep setting goals and
analysing what could be done better for continued improvement.
7. Build on the Change
44. Simply changing the habits and processes of employees is not always enough to
instil a culture change across the organisation. The changes should become part
of the core of your organisation to have a lasting effect. Keeping senior
stakeholders on board, encouraging new employees to adopt the changes and
celebrating individuals who adopt the change will all help to promote the change
to the core of your organisation.
8. Anchor the Changes in Corporate Culture
45. The main reason that Kotter outlines these steps is to emphasise that change
is not a simple and quick process. Many steps of planning are required and
even when the change has been implemented there is still a lot to do to
ensure it is successful.
Kotter argues that 70% of change initiatives fail, and attributes this to the fact
that most organisations do not put in the necessary preparation or see the
project through correctly. Following these steps ensure your change initiative
is more likely to be a long-term success.
46.
47.
48. Let us illustrate Kotter’s model through a movie exmaple
Set in Virginia in 1971, the film tells the true story of the newly integrated TC
Williams High School football team. In a town awash with anger and prejudice,
new coach Herman Boone is given the task of forming a winning team from two
disparate groups.
Here’s how Kotter’s 8 steps help turn around not just the team, but the whole
community.
49. Most of the team’s players don’t recognise the need for change, despite the
impending start to the season. Boone makes the message visual and memorable
with an early morning run to the Gettysburg Memorial. ‘If we don’t come
together on this hallowed ground right now’, he declares, ‘we too will be
destroyed’. Surveying the graves of 50,000 men killed in the same battle for racial
equality, the penny starts to drop.
1. Create a sense of urgency
50. Boone’s initial guiding team is flawed. It includes a snubbed assistant, Coach
Yoast, who stays only to avert a player boycott, and brings his bigoted
colleague with him.
But Boone builds on positive support where he can, shining a light on the
unprejudiced Louie Lastik to show the culture he wants. As he gets his
message across, he builds a stronger team in Yoast and the natural leaders of
the white and black players, Gary and Julius.
2. Pull together the guiding team
51. At training camp, Boone outlines his vision for the team: they will be
perfect in everything that they do. His strategy to get there? A racially
integrated team, selected only on merit, and honed by hard work on the
training field.
Julius reiterates the vision once again during the final game, helping the
team to push on to an unlikely victory.
3. Develop the change vision and strategy
52. Boone backs up his vision of a racially harmonious team with a number of
actions.
He ensures players sit on the bus and room with team mates of a different
colour.
When his players still don’t mix, he introduces three training sessions a day
until they do.
4. Communicate for understanding and buy-in
53. When Gary singles out his best friend Ray on the training field for not
doing his job, the coaches don’t intervene. Gary’s example inspires Julius
to raise his own game and take personal responsibility.
As Boone’s methods begin to work, his guiding team contribute by
removing obstacles to change, even at personal cost. Coach Yoast ditches
his loyal but prejudiced assistant, while Gary cuts Ray from the team.
5. Empower others to act
54. With their town still full of racial unrest, early victories help build momentum.
Those who play their part are also recognised. Forced to replace the quarterback
early in their third game, Boone turns to the talented but uncertain Ronnie Bass.
He tells him a brief story about how he lost his mother and father when he was
15, and how he needed to step up because his brothers and sisters needed him. It
was Ronnie’s time to step up now.
The story gives Ronnie the strength he needs to help win the game, and Boone
publicly congratulates him at the end.
6. Produce short-term wins
55. On their return from camp, the team find their new bonds stretched to breaking
point by continued prejudice from friends and family. But they keep up the
momentum.
Boone continues to build his relationship with Yoast, cementing his assistant’s
loyalty when he is tempted to jump ship for personal gain.
And team members themselves call a meeting to revitalise their flagging
momentum. From it comes a unique new warm-up ritual, and a renewed sense of
solidarity to further bond the team.
7. Don’t let up
56. The success of the Titans models the way in showing how racial integration
can work. Those resistant to change – notably Gary’s mother and girlfriend –
are eventually won over.
When the team return victorious from the regional championships, the whole
town turns out to congratulate them – even Boone’s white neighbours.
8. Create a new culture