2. NATURE OF CHANGE
Vital if a company were to avoid stagnation;
a process and not an event;
normal and constant;
fast and is likely to increase further in the present competitive
business;
‘directive’, that is, implemented by ‘top down’ management or
‘participative’, that is, involving those parties impacted by change;
is ‘natural’, that is, evolutionary or ‘adaptive’, that is, a reaction to
external circumstances and pressures;
is ‘incremental’, that is continuous small changes or ‘step’, that is,
radical shift from current to new processes; and
is interdependent on organizational environment or culture.
4. SOURCES OF
RESISTANCE TO CHANGE
Individual
Habit
Security
Economic Factors
Fear of the Unknown
Selective Information
Processing
Organizational
Limited Focus of Change
Group Inertia
Threat to Expertise
Threat to Established
Power Relationships and
Resource Allocations
People tend to resist change, even in the face of
evidence of its benefits.
5. RESISTANCE TO CHANGE
Fear of the unknown
Fear of loss
Fear of failure
Disruption of interpersonal
relationships
Personality conflicts
Politics
Cultural assumptions and
values
6. DEALING WITH
RESISTANCE TO CHANGE
Communication
details
rationale
Participation in the
process
ownership
commitment
Empathy and
support
7. TACTICS FOR OVERCOMING RESISTANCE
TO CHANGE
Education and Communication
Show those effected the logic behind the change
Participation
Participation in the decision process lessens
resistance
Building Support and Commitment
Counseling, therapy, or new-skills training
Implementing Change Fairly
Be consistent and procedurally fair
Manipulation and Cooptation
“Spinning” the message to gain cooperation
Selecting people who accept change
Hire people who enjoy change in the first place
Coercion
Direct threats and force
8. SCOPE OF CHANGE
Incremental Change – change of a relatively
small scope, such as making small
improvements
Strategic Change – change of a larger scale,
such as organizational restructuring
Transformational Change – change in which
the organization moves to a radically different,
and sometimes unknown, future state
9. APPROACHES TO MANAGING
ORGANIZATIONAL CHANGE
Lewin’s Three-Step Model of Change
Kotter’s Eight-Step Model of the
Change Process
Organizational Development
10. LEWIN’S THREE-STEP CHANGE MODEL
Unfreezing
Change efforts to overcome the pressures of both
individual resistance and group conformity by
increasing the driving force and decreasing the
restraining force
Moving
Moving from the status quo to the desired end state
Refreezing
Stabilizing a change intervention by balancing
driving and restraining forces
17-10
Unfreeze Move Refreeze
11. LEWIN’S THREE-STEP CHANGE MODEL
1. Unfreezing – involves encouraging individuals
to discard old behaviors by shaking up the
equilibrium state that maintains the status quo
2. Moving – new attitudes, values, and behaviors
are substituted for old ones
3. Refreezing – involves the establishment of
new attitudes, values, and behaviors as the
new status quo
12. KOTTER’S EIGHT-STEP PLAN
A detailed approach to implementing change that
is built on Lewin’s three-step model
To implement change:
1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
8. Reinforce the changes
Unfreezing
Movement
Refreezing
13. ORGANIZATIONAL DEVELOPMENT
Organizational Development (OD)
A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being
OD Values
Respect for people
Trust and support
Power equalization
Confrontation
Participation
14. SIX OD TECHNIQUES
1. Sensitivity Training
Training groups (T-groups) seek to change behavior
through unstructured group interaction
Provides increased awareness of others and self
Increases empathy with others, listening skills,
openness, and tolerance for others
2. Survey Feedback Approach
The use of questionnaires to identify discrepancies
among member perceptions; a discussion follows and
remedies are suggested
3. Process Consultation (PC)
A consultant gives a client insights into what is going on
around the client, within the client, and between the
client and other people; identifies processes that need
improvement.
15. SIX OD TECHNIQUES (CONTINUED)
4. Team Building
High interaction among team members to increase
trust and openness
5. Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other
6. Appreciative Inquiry
Instead of looking for problems to fix, appreciative
inquiry seeks to identify the unique qualities and
special strengths of an organization, which employees
can then build on to improve performance. This
process comprises of four steps:
Discovery: Recalling the strengths of the organization
Dreaming: Speculation on the future of the organization
Design: Finding a common vision
Destiny: Deciding how to fulfill the dream
16. CREATING A CULTURE FOR CHANGE:
INNOVATION
1. Stimulating a Culture of Innovation
Innovation: a new idea applied to initiating or
improving a product, process, or service
Sources of Innovation:
Structural variables: organic structures
Long managerial tenure
Slack resources
High degree of interunit communication
Idea Champions: Individuals who actively promote
the innovation
17. CREATING A CULTURE FOR CHANGE:
LEARNING
2. Learning Organization
An organization that has developed the
continuous capacity to adapt and change
Characteristics
Holds a shared vision
Discards old ways of thinking
Views organization as a system of relationships
Communicates openly
Works together to achieve shared vision
18. CREATING A LEARNING ORGANIZATION
Overcomes traditional organization problems
such as:
Fragmentation
Competition
Reactiveness
Manage Learning by:
Establishing a strategy
Redesigning the organization’s structure
Flatten structure and increase cross-functional activities
Reshaping the organization’s culture
Reward risk-taking and intelligent mistakes