Course 15 vo1 Chapter 7 Change Management

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ability to adjust to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas
Three Elements of Adaptability
• Cognitive Flexibility
ability to use different thinking strategies and mental framework
Three Elements of Adaptability
• Emotional Flexibility
ability to vary your approach to dealing with your own emotions and those of others
Three Elements of Adaptability
• Dispositional Flexibility
ability to remain optimistic and at the same time realistic
Change sponsors
initiate change because they have the power to determine why, when, and how changes occur
Change agents
responsible for implementing change initiated by the change sponsor
Change targets
key players and stakeholders who actually undergo the change, ones most affected by the new policies, procedures, etc
Janssen’s Model of Change:
• Comfort: things are routine
• Denial: when forced to confront external change, you go through a state of resistance where you’d just as soon as not deal with the new, but stay with the old
• Confusion: one accepts change and begins to grapple for ways to proceed from the known to the unknown
• Renewal: accept the change whether you like it or not
Mayo’s Four Levels of Change
• Knowledge: easiest change to bring about, occurs as a result of reading or hearing something new from a person with information
• Attitude: more difficult to change because people are emotionally charged
• Individual Behavior: significantly more difficult, people must put their knowledge and attitude changes into action through their behavior and typically are inhibited by habits
• Group Behavior: most difficult level to change because you’re attempting to change many customs and traditions that have developed over many years
Directive change cycle
imposed by some external force, such as a commander, superintendent, or supervisor upon a group or organization
Participative change cycle
implemented when new knowledge is made available to the
Three Phases of Change Process
• Unfreezing
recognize the need for change by creating a felt need for the change and dealing with resistance to the change, intended to motivate your subordinates and help them get ready for change
Three Phases of Change Process
• Changing
involves actual modification of technology, tasks, structure, or people from the old state into the new state, monitoring and adjusting as necessary to keep the change moving forward
Three Phases of Change Process
• Refreezing
locking in the desired outcomes and new procedures so that they become a permanent fixture to daily operations
Burn the bridges
deliberately eliminate the previous way of doing things after a change is implemented to avoid regression
Evidence stream
provide a steady stream of evidence to demonstrate that the change has happened and is successful
make changes stick by building them into the formal fabric of the organization
New challenge
maintain interest in a change by giving them new challenges that stimulate and keep them looking for more in the future
immediately embrace new ideas
Early adopters
see competitive advantage in adopting new ideas early
Early majority
tend to represent mainstream thinking, slowly follow with calculated willingness but tend to deliberate beforehand
Late majority
hampered by feelings of insecurity and skepticism which prevents them from taking risks, wait too long to adopt change
last people to embrace new ideas and influence no one
Categories: Change Management