managing change
DESCRIPTION
TRANSCRIPT
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Managing Organizational Change and Learning
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Managing Organizational Change and Learning
A Proactive Behavior
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Why is it Important to Adapt to Change?
Individuals, teams, or organizations that do not adapt to change in timely ways are unlikely to survive.
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Adapting to Change Individuals, teams
and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to manage it, will be the most successful.
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What is Change?
Coping process of moving from a unsatisfactory present state to a desired state
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Reacting to Change
Unplanned “Fire fighting”
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Principles of learning Unfreezing old learning Movement to new learning Refreezing the learned behavior
Learning Principles and Change
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An intervener who… Brings a different perspective to a
situation Challenges the status quo (position)
The success of a change program rests heavily on… The relationship between the change
agent and key decision makers
Change Agents
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Types of Change Agents
External-InternalInternal External
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Why People Resist Change
Rational or irrational reaction to Uncertainty Actual, perceived, or imaged threats
Parochial self-interest Misunderstanding Lack of trust Different assessments Low tolerance for change
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Reducing Resistance to Change
Employee resistance can be reduced by utilizing: Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and cooptation Explicit and implicit coercion
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Model for Managing Change
Forces for change
Environmental• Market• Technology• ResourcesInternal• Behavior• Processes
Performanceoutcomes
OrganizationalGroupIndividual
Diagnosis of the problem
InformationParticipationChange agent
Selection ofappropriateintervention
StructuralSkill/attitudeBehavioral
Limiting Conditions
Leadership climateFormal organizationOrganization culture
Implementation
TimingScopeExperimentation
Evaluationof methodFeedbackAdjustmentRevisionReinforcement
Affect EncourageLeads
to
Followedby
Provisionfor
FeedbackFeedback
1 2 3 4
5 6 7
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Forces for Change
Environmental Forces Economic Technological Social/political
Internal Forces Process problems Behavioral problems
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Diagnosis of a Problem Change agents facilitate a diagnosis
Gathering, interpreting, and presenting data There is no formula for accurate diagnosis
Questions that can point to the right direction: What is the problem, as distinct from the
symptoms of the problem? What must be changed to resolve the problem? What outcomes (objectives) are expected
from the change? How will those outcomes be measured?
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Data Collection Process & Techniques
Processes and techniques… Questionnaire Direct observation Interviews Workshops Examination of
documents and records
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Intervention
Intervention –
A specific action or program undertaken to focus the change process on particular targets.
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Depth & Approach of Change
Depth of intended change Scope and intensity of organizational
change efforts Approaches to achieving change
Structural Behavioral Technological
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Alternative Change Techniques Structural Change
Change the nature of jobs Change the bases for departmentalization Change line-staff relationships
Behavioral Change Team building Diversity training
Technological Change New ways of transforming resources
into products or services
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Technological Change Techniques
Flexible manufacturing
systemsAutomation
Robotics Wireless Connectivity
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High-Tech Disappointments
High-tech changes often disappoint Structural changes not implemented Behavioral changes lacking
Employee training Compensation Management style
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Anticipated Outcomes of Change
Initiator of change: internal and/or external change agent
Structural changes
Behavioral changes
Technological changes
RoboticsAutomationWireless connectivity
Team buildingCross-cultural understandingManaging diversity
Work simplificationJob enrichmentJob descriptionDepartmentalization
CommunicationsAttitudesSelf-awarenessProblem solving
EfficiencyOutputQuality
SatisfactionMoralePerformance
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Appreciative Inquiry A method of focusing on and bringing about
positive change Uses metaphors and narratives to strengthen an
individual or organization’s ability to anticipate, seize, or initiate positive potential
A positive approach to change that completely lets go of problem-based management
Individual engagement to bring about creative solutions
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Framework for Appreciative Inquiry
1
Discovery Phase
Identifying everything that is the
best of “what is”
2
Dreaming Phase
Thinking about what
the “possibilities”
are
3
Designing Phase
Discussing and
analyzing what
“should” be
4
Delivery Phase
Creating clear
objectives of “what is
going to be”
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Trends in Organizational Change
Downsizing Empowerment
Virtual JobsFlextime
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Limiting Conditions Selection of a change technique…
Based on diagnosis of the problem Tempered by the conditions at the
time an intervention is to occur
Conditions to consider… Leadership climate The formal organization The organizational culture Resistance to change
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Implementing & Evaluating Change
The implementation of proposed change has two dimensions: Timing — when to make the change Scope — how much change to make
Feedback should be solicited during the monitoring phase It helps determine the success of the
change
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Ethical Issues of Change
Change itself is not unethical It creates opportunities for unethical
behavior
Ethical choices are always guided by the underlying values of management Employ and empower managers
who create and foster a culture that encourages ethical behavior
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Guidelines for Managing Change
Everyone involved must have… High and visible commitment to the effort Advance information that lets them know what is
to happen and why they are being asked to do what they are to do
The change effort… Must connect to other parts of the organization,
especially evaluation and reward systems Should be directed by line managers and
assisted by a change agent, if necessary
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Guidelines for Managing Change For a change to be effective…
The effort must be based on good diagnosis and consistent with the conditions in the organization
Management must remain committed to the effort through all its steps
Evaluation is essential and must consist of more than asking people how they felt about the effort
People must see the connection between the effort and the organization’s mission and goals
Change agents, if used, must be competent and perceived as such
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The Learning Organization Learning is a key ingredient in…
Growing Becoming more effective Becoming more socially responsible Sustaining the business’s value
proposition
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A Learning Perspective Scanning the environment Performance issues Metrics Experimental philosophy Transparency Education Operational variety Multiple advocates Engaged leaders and role models
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Manager’s Role in Learning Organizations
Managers who also lead can create or contribute to the learning environment Build a commitment
to learning Work to generate
ideas with impact Work to generalize
ideas with impact
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Manager’s Role in Learning Organizations
Sustaining a learning organization requires A commitment to learning Generation & implementation of creative ideas Building cohesive teams Fostering collaboration and support
What is learned must be implemented in order to execute a change Managers must be decisive and action
oriented
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Converting a Traditional Organization
Change the way information and experienced are used Change the way information is sought,
used, stored and reviewed Information must be shared, available,
and transparent Actively work to make information, new
ideas, and creativity part of the culture
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Planned Change
Results from deliberate attempts by managers to improve organizational operations
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Unfreeze
Change
RefreezeThree Phases of Three Phases of Planned ChangePlanned Change
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Unfreezing
Help people accept that change is needed because the existing situation is not adequate
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Changing
Involves rearranging of current work norms and relationships to meet new needs
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Refreezing
Reinforces the changes made so that the new ways of behaving become stabilized
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Steps in the Planned Change Process
Recognize the need for change
Diagnose and plan change
Manage thetransition
Measure resultsMaintain change
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Model of Planned Change
By Permission: Porres & Silvers (1991)
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Model of Planned Change – 2
Porras & Silvers Model:1. Change intervention (two categories):
Organization transformation Organization development
2. Organizational target variables: Vision (beliefs, purpose, mission) Work setting (organizing arrangements,
social factors, technology, physical setting)
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Model of Planned Change – 3
Porras & Silvers Model:3. Individual organizational member:
Cognitive change (four types): Alpha change Beta change Gamma (A) change Gamma (B) change
Behavior change
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Model of Planned Change – 4
Porras & Silvers Model:4. Organizational outcomes:
Improved organizational performance Enhanced individual development
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Managing the Planned Change Process
Improving the organization’s ability to cope with unplanned changes that are thrust upon it
Modifying employee’s attitudes and behaviors to make them more effective contributors to the organization’s goals
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Initiating the Planned Change Process
Recognize the need for change Diagnose and plan change Formulate Goals Determine stakeholders’ needs Examine driving and restraining
forces
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Force-Field Analysis
Process of analyzing the forces that drive change and the forces that restrain it
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Driving Forces Factors that
push toward the new, more desirable status quo
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Restraining Forces Factors that
exert pressure to continue past behaviors or to resist new actions
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Managing the Planned Change Process
Consider contingencies to determine the best interventions
Manage the transition Measure results Maintain change