chapter 22 managing change. objectives describe the nature of change explain the essential...
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Chapter 22
ManagingChange
Objectives
Describe the nature of changeExplain the essential components in the
change processUnderstand the leader’s role in the change
processDefine resistance to change and its
functionList tactics for dealing with resistance to
change22 -1Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Basic Requirements for Successful Change Efforts
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Top management supportCritical massTrustNew psychological contractsNew learned behaviorsOrganizational learning Institutionalization of innovations
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Types of Change
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Incremental
(first-order)
Linear Continuous Targeted at fixing /
modifying problems /
procedures
Transformative(second-order, gamma)
Radical Discontinuous Multidimensional Multilevel Modifies the
fundamental structure, systems, orientation and strategies
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Critical Mass - Defined
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Critical mass is defined as the smallest
number of people and / or groups who
must be committed to a change for it to
occur
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Lewin’s Change Process
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UnfreezingStress, tension, strong felt
need for change
MovingGive up old ways of behaving,Test new behaviors, attitudes
and values
Refreezing Reinforce, internalize,
institutionalize new behaviorOrganizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Change Is a Process -not an Event or Managerial Edict
TechnicalSolution
Process
22 -6Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Steps in the Change Process Determining the need
for change Forming a guiding coalition
Developing a shared vision
Creating a tentative plan
Analyzing potential resistance and
obtaining participation
Establishing an implementation plan
Communicating thechange
Implementing the change
Evaluating the change
22 -7Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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C=(D X S X P) > X
Where:C = changeD = dissatisfaction with status quoS = an identifiable and desired end stateP = practical plan for achieving the desired
end stateX = the cost of change to the organization
When Are Conditions Favorable for Change?
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Force Field Analysis - Defined
Forces for change Forces against
change
Force field analysis assigns pressures for change and resistance to change to oppositesides of an equilibrium state.
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Creative Tension - Defined
Creative tension results from perceiving the
gap between the ideal situation and an
honest appraisal of its current reality
Current reality
Ideal situation
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Creating a Sense of Urgency Create a crisis by allowing a loss/error to blow up Eliminate obvious examples of excess Set targets so high they can’t be reached by doing
business as usual Share more info on customer satisfaction and
financial performance Insist employees talk with unsatisfied customers,
suppliers, shareholders Stop “happy talk” and be honest
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Change Agents - Defined
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Change agents are people who act as catalysts and assume the responsibility for managing change activities
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Role of Transformational Leaders
EnvisionArticulate a clear and credible vision Set new and difficult standards for
performance Generate pride in past
accomplishments and enthusiasm for new strategy
22 -13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…Role of Transformational Leaders
EnergizePersonally demonstrate excitement for
changes Model the behaviors that are expected of
othersCommunicate examples of
early successes to mobilize energy for change
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Role of Transformational Leaders
EnableProvide resources necessary for
undertaking significant changeUse rewards to reinforce new behaviorsBuild an effective top-management team to
manage the new organizationDevelop management
practices to support the change process
22 -15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Resistance to Change - Defined
Resistance is a natural reaction to change
and part of the process of adaptation
Ensures that plans for change and their
ultimate consequences are carefully thought through
22 -16Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Handling Resistance to Change
View it as something else that must be
managed by:Understanding the sourceListening carefully to concernRefraining from seeing resisters as
adversariesUsing the appropriate tactic in response
22 -17Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Sources of Resistance
Inadequate change goalInadequate processPersonal resistancePolitical resistanceSystemic resistance
22 -18Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Tactics for Dealing with Resistance
Empathy Education and communication Participation and involvement Facilitation and support Co-optation Negotiation and agreement Manipulation Coercion
Commitment
Compliance
22 -19Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Organizational Development (OD) - Defined
Organization development (OD) is a specialized
system-wide process of data collection, diagnosis,
action, planning, intervention, and evaluation
aimed at:
(1) enhancing congruence between organizational structure, process, strategy, people, and culture,
(2) developing new and creative organizational solutions, and
(3) developing the organization’s self-renewing capacity.
22 -20Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Cultural Values Underlying OD
Respect for peopleTrust and supportEquality and power sharingCandor and confrontationParticipationCollaboration
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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When Does Culture Matter with Change?
OD values are not reflective of all cultures.Cultures vary in terms of their comfort with
change, beliefs about how change occurs, and how it should be implemented.
Cultural values affect the change implementation process
Change interventions that work in one country may not succeed elsewhere. Corporate-wide changes have to be contextualized
22 -22Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner