individual and organizational change

McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011

INDIVIDUAL AND ORGANIZATIONAL

CHANGE

Chapter 11

Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011

Change as a Fact of Life The only thing that doesn’t change is

CHANGE. Change is a reality we all live with. The two types of change are emotional

personal change and necessary, planned change.

Coping plans are essential when changes affect one’s life.

Coping means being able to deal with change and its effects without allowing them to injure you emotionally.


The Seven Major Life Changes

Loss Separation Relocation A change in relationship A change in direction A change in health Personal growth



The Holmes–Rahe Readjustment Scale tool measures the relative impact of different kinds of changes.

Characteristics of the seven major life changes: They happen to everyone. Most seem to happen without control. Each change has its own ripple effect. People feel the results of change before, during,

and after the event.



Seven Stages of Personal Change


The Seven Stages of Personal Change

Emotional standstill Accompanied by shock. Shock bring a gap between rational

thinking and emotions. An element of shock exists even if an

event is expected. The reality of the event produces a

different mental state.



Denial Although the minds can accept a major change,

people often continue to deny it emotionally. Denial can take many different forms. The mind keeps the sufferer from accepting

reality. The denial period lasts for a few weeks or

months. The longer the period lasts, the longer it takes to

move through the healing process.



Anger Some form of anger usually replaces the

emotional vacuum left by denial. It usually contains a feeling of

helplessness. Anger should be expressed in a way that

will not harm others.



Helplessness The individual tries but still fails to move

forward, thereby continuing to suffer. The individual makes the mistake of either

sharing too much emotion with others or retreating into isolation.

To move through this stage effectively, the individual must be aware that one should not enter into other’s sorrow.



Bottoming out Bottoming out means releasing the thoughts,

tensions, memories, and emotions that force one to hold on to the past.

At this stage, it becomes possible to let go of the emotional burden.

The step is gradual. The shock, denial, and anger become memories.



Experimenting Once a person bottoms out, the recovery

begins. Normal curiosities and desires come back

and new experiences become evident. Emotions left over for other people and

projects are not all consumed by the recovery.



Completion Also called rebirth. Indicates that the cycle is complete. The event becomes a part of active

memory that can be thought about without undue pain.

Regression often takes place even in the best of mending cycles, and is normal.



Knowing the seven steps can help one ensure that emotional recovery is important and normal.

It can also help one understand what is happening, to evaluate progress.

A personal change can affect one’s self-esteem.


Models of Organizational Change

Organizational change is a change that a group of people must learn to accept and implement.

Change is a necessary part of doing business.


Models of Organizational Change The Lewin Change model – A workplace

model with three steps: Unfreezing the status quo. Making changes. Refreezing to the previous work mode.

Unfreezing

Movement orTransition

Refreezing



Unfreezing In any group change process, people’s

habits, attitudes, and positions usually have to change to adjust.

On a structural level, redesigning the organization could be the focus of the change effort.

Fear in some form is nearly always one of the major obstacles.



Moving to another condition Actual changes are made. On the structural level, it could include changes in

organizational relationships, reward systems, or reporting relationships.

Refreezing This final step is relatively secure against change. The company must ensure that the new behaviors

become new norms or standards on the job.



Current criticism of Lewin’s model Refreezing is not a realistic concept. In today’s business world, taking the time

to refreeze would hinder progress. The refreezing step is unrealistic when

environmental and technological changes are everyday realities.


Organizational Change

StatusQuo

DesiredState

RestrainingForces

Driving Forces



Force field analysis The status quo between the driving forces and the

restraining forces. The driving forces try to take over and change the

status quo; the restraining forces try to defend it. The task is either to build up the driving forces or

to decrease the restraining forces. If driving and restraining forces are equal in

strength, no change will take place.



Force field analysis is positive in three ways: It gets the changers to plan for change. It allows for a close look at the forces likely

to restrain. Analysis of the restraining forces keeps

conflict from beginning.



The Logical Incrementalism model acknowledges that bringing about changes in a large organization is usually time-consuming and complicated.

This model addresses change at the individual and corporate levels.



The five stages of logical incrementalism are: General concern, a vague feeling or awareness of

a threat or opportunity. Broadcasting a general concern or idea without

details (trial balloon). Development of a formal plan for change: the new

idea is outlined. Using an opportunity or crisis to begin the change

plan. Ongoing adaptation of the plan.


Why Employees Resist Change

People resist change due to the following: Hearing only what they want or expect to

hear. Fear of the unknown. Fear of loss. Resentment of the change agent. Belief that the change is wrong. Rebellion against the speed of change.


The Japanese Approach

Characteristics of the Japanese approach to change Japanese managers get employees involved with

the change process. They spend hours studying the problem,

examining solutions, and analyzing possible results.

Japanese companies have few layers of management.

Most companies don’t blame the employees, if a problem arises. They blame the process, the system, or the management.


Organizational Development (OD)

OD is a planned, companywide, systematic method of achieving change in an organization.

The OD change agent specializes in planned changes.

Training tools called OD interventions are used to teach members of the organization how to solve problems they face.



Ideals of OD Participative operations Equality Respect for others Confrontation Trust and mutual support



OD is often used as a tool for empowerment. Empowered employees feel in control of their

contributions. OD interventions make employees more

comfortable and help them accept the new position that empowerment gives them.


Cisco Culture Change Plan

individual and organizational change

Documents

jackie kroening

human relations

major change

emotional personal change

planned change

relationshipa change

directiona change

doesnt change