agenda chapter 9 (a bad vibe in the usa – why?) exams / projects cases (hand-in)
TRANSCRIPT
Agenda
Chapter 9 (a bad vibe in the USA – why?)
Exams / ProjectsCases (hand-in)
Introduction
We do not have to change, because staying in business is not compulsory.
W. Edwards Deming
Class task
1. Chapter 9 (Innovation + Change)
2. What should a new business classroom look like? (underlying theme: Changing nature of education)
Innovation Yea not busy being born – is busy
dying (Bob Dylan) Product / Process Innovation Innovation Lab (new building) Innovation Process: Imagine,
Design, Experimentation, Feasibility, Final
Organizational Change A recent study n=309 HRM executives 100% were going
through – merger, acquisition, divestiture, global competition, restructuring
Types of Change \ Reactive Change – respond to environment
Planned Change – anticipated moves to environment
Incremental Change – minor adjustments
Transformational Change – major and comprehensive
What do Organizations Change?
Examples … Culture Structure Technology Physical Settings People
Reflect on your presentation organization – did they go through any change?
Scenario – One Family Imagine that Canada has
just been “Merged” with the USA
Reason: Allows for some savings in overhead
Head office is going to Washington
People now called North Americans (shortened to Americans)
How would people from Canada feel?
How would people from the USA feel?
Who else is affected by change?
Would this be a good thing / bad thing? Why?
Loss of FaceLack of Purpose Disrupted Habits
Fear of the unknown
Work Overload
Loss of control
Individualresistance
Sources of Individual Resistance to Change
Threat to established
resourceallocations
Structuralinertia
Threat toexpertise
Limited focus ofchange
Group inertia
Organizationalresistance
Threat toestablished
powerrelationships
Sources of Organizational Resistance to Change
Which ones would be happening with the change?
Sources of Resistance to Change
Level OneLevel One Level TwoLevel Two
HonestHonestDisagreementDisagreement
Lack ofLack ofInformationInformation
EmotionalEmotionalIssuesIssues
PersonalPersonalReasonsReasons
Power of Emotional Appeals
Cognitive – Emotional Emotional Arguments – danger,
loss, unpleasantness, risk Metaphors – machine, family,
turn out the lights Emotional Modes – pictures,
slogans, music, colour Humour – appropriate / un Display emotions – smiles,
speech tone, expressive
Change Agent Task
In a group, prepare an emotional argument to persuade Canadians to change our flag to …
Your group maybe asked to present their emotional appeal
http://www.youtube.com/watch?v=pnpVH7kIb_8
UnfreezingUnfreezing MovementMovement RefreezingRefreezing
Lewin’s Three-Step Change Model
Unfreezing: getting ready for changeGOAL - minimizing resistance
Moving: Making the changeGOAL - changing people (individuals and groups); tasks; structure; technology
Refreezing: Stabilizing the changeGOAL - reinforcing outcomes, evaluating results, making constructive modifications
StatusQuo
DesiredState
DrivingForces
RestrainingForces
Time
Unfreezing the Status Quo
Unfreezing Arouse dissatisfaction with the current state
tell them about deficiencies in organization Activate and strengthen top management
support need to break down power centres
Use participation in decision making get people involved
Build in rewards tie rewards to change/use recognition, status
symbols, praise to get people to go along
Moving Establish goals
e.g. make business profitable by end of next year Institute smaller, acceptable changes that
reinforce and support change e.g. procedures and rules, job descriptions,
reporting relationships Develop management structures for change
e.g. plans, strategies, mechanisms that ensure change occurs
Maintain open, two-way communication
Refreezing Build success experiences
Set targets for change, and have everyone work toward targets
Reward desired behaviour GOOD - reward behaviour that reinforces changes BAD - reward old system (e.g., people relying on old
systems while computerization is going on) Develop structures to institutionalize the change
Organizational retreats, appropriate computer technology, performance appraisals that examine change efforts
Make change work
Management Smarts 9.1
1. Sense of Urgency2. Powerful Coalition3. Vision – create and communicate4. Empower others5. Celebrate Short-term wins6. Build on success – alignment7. Keep on message – don’t declare
victory too soon
Next Class Have a great holiday season Say HELLO in the halls!