Ch. 16: Organizational Change & Change Management
old state –> unfreeze–> change–>refreeze–> new state
Lewin’s Process of Org Structure:
unfreezing
stage in Lewin’s procces by which ppl become aware of the need for change
refreezing
stage in Lewin’s process where making new behaviors relatively permanent & resistant to further change
change agent
– a person responsible for managing a change effort
– undertakes the task of introducing & managing a change
– build relationships within leadership team, team & org members, team & key environmental players
– undertakes the task of introducing & managing a change
– build relationships within leadership team, team & org members, team & key environmental players
transition management
– the process of systematically planning, organizing, and implementing change
– there will always be unpredictable things that happen along the way & this ensure that business continues while change occurs
– there will always be unpredictable things that happen along the way & this ensure that business continues while change occurs
– people
– tech
– info processing & comm
– competition
– tech
– info processing & comm
– competition
forces for change:
Lewin’s Process Model
model which illustrates that planned org change requires systematic process of movement from 1 condition to the next
change or “moving”
– stage in Lewin’s process where you move from the old way of doing things to the new way
– new attitudes, values, behaviors are substituted for old ones
– new attitudes, values, behaviors are substituted for old ones
Continuous Change Process Model
– approach that treats planned change from the perspective of top management & indicates that change is continuous
– expected that after change, org will be better off
– expected that after change, org will be better off
1. forces for change
2. recognize & define problem
3. problem solving process
4. implement change
5. measure, evaluate, control
2. recognize & define problem
3. problem solving process
4. implement change
5. measure, evaluate, control
steps in continuous change process model:
– nature of work (diverse)
– economic shock
– social trends
– world politic
– economic shock
– social trends
– world politic
additional forces for change (PP):
– new products, services, competitors
– new tech
– gov regulations/laws
– demographic changes
– marco econ changes
– politcal changes
– new tech
– gov regulations/laws
– demographic changes
– marco econ changes
– politcal changes
types of unplanned changes:
– changes in products/services
– structural changes
– training/development programs
– diversity programs
– strategic changes (moving to new market)
– structural changes
– training/development programs
– diversity programs
– strategic changes (moving to new market)
5 types of planned changes:
difficult
just bc a change is planned doesn’t mean it’s not
incremental change
– change of a relatively small scope
– making small improvements
– relatively easy
– day to day
– making small improvements
– relatively easy
– day to day
strategic change
– change of a larger scale like org reconstruction
– difficult
– difficult
transformational change
– change in which org moves at a radically different & sometimes unknown future state
– most difficult
– dramatic/largest change
– most difficult
– dramatic/largest change
change
the only thing that’s permanent is
inertia
term used when orgs try to stay the way they are
– identifying problems
– diagnosing
– planning & implementing change
– evaluating & institutionalizing change
– diagnosing
– planning & implementing change
– evaluating & institutionalizing change
general model for planned change:
identifying and diagnosing change
biggest issues for top management when it comes to change is
– establish a sense of urgency
– form a powerful guiding coalition
– create a vision
– communicate the vision
– empower others to act on the vision
– plan for & create S/T wins
– consolidate improvements
– institutionalize new approaches
– form a powerful guiding coalition
– create a vision
– communicate the vision
– empower others to act on the vision
– plan for & create S/T wins
– consolidate improvements
– institutionalize new approaches
John Kotter believes that in order to implement change you should
– know history, political system, culture
– must live w/ results of change so they move carefully
– must live w/ results of change so they move carefully
adv of internal change agents:
– may be accused of favoritism
– may not be objective bc they’re too close to the situation
– may find it difficult to make changes
– may not be objective bc they’re too close to the situation
– may find it difficult to make changes
disadv of internal change agents:
– outsider’s objective view
– impartiality
– impartiality
adv of external change agents:
– limited knowledge of org’s history
– may be viewed w/ suspicion
– may be viewed w/ suspicion
disadv of external change agents:
– recommendations should relate to diagnosis
– ST & LT actions & outcomes should be addressed
– accept needs for political actions
– be prepared for ripple effects
– recognize contingencies/prepare alternatives
– you can’t prepare for everything
– ST & LT actions & outcomes should be addressed
– accept needs for political actions
– be prepared for ripple effects
– recognize contingencies/prepare alternatives
– you can’t prepare for everything
6 issues w/ action plans:
1.) vision
2.) skills
3.) incentives
4.) resources
5.) action plan
2.) skills
3.) incentives
4.) resources
5.) action plan
5 components org needs in order to have a successful org change:
confusion
anxiety
no change
frustration
false starts
anxiety
no change
frustration
false starts
without a vision there’s
without skills there’s
without incentives there’s
without resources there’s
without an action plan there’s
without skills there’s
without incentives there’s
without resources there’s
without an action plan there’s
if there is no pain, there is no change
Cotton’s 3rd C:
– selective info processing
– fear of the unknown
– economic factors
– habit
– security
– fear of the unknown
– economic factors
– habit
– security
5 sources of individual resistance to change:
– threat to est resource allocations
– threat to est power relationships
– threat to expense
– structural inertia
– limited focus of change
– group inertia
– threat to est power relationships
– threat to expense
– structural inertia
– limited focus of change
– group inertia
sources of org resistance to change:
– logical, rational reason
– psych, emotional reson
– politcal reason
– psych, emotional reson
– politcal reason
sources of resistance to change:
– lack of time, extra effort to change
– economic cost of change
– questions about tech feasibility
– economic cost of change
– questions about tech feasibility
logical, rational reasons to resist change:
– fear of unknown, low tolerance for change
– lack of trust in others, loss of control
– dislike of management/change agent
– lack of trust in others, loss of control
– dislike of management/change agent
psych reasons to resist change:
– vested interests, loss of influence
– opposing debt/group views
– concerns about future influence
– opposing debt/group views
– concerns about future influence
political reasons to resist change:
if you don’t want to get down and dirty, org change isn’t for you
Cotton’s 8th C:
– edu & comm
– participation
– facilitation & suport
– negotiation & rewards
– manipulation & co-optation
– coercion
– participation
– facilitation & suport
– negotiation & rewards
– manipulation & co-optation
– coercion
overcoming resistance:
– managers welcome change; it’s only workers who resist
– problems are largely centered around job security
– good managers are able to plan change down to detail
– effective change is linear
– the best guarantee of success is a good idea
– problems are largely centered around job security
– good managers are able to plan change down to detail
– effective change is linear
– the best guarantee of success is a good idea
5 myths about change: