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8/14/2019 CKM Mod Five
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MOD-5
Model of organizational change
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Force field analysis
Force field analysis is an
influential development in the field
of social science. It provides aframework for looking at the factors
(forces) that influence a situation,
originally social situations.
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It looks at forces that are either driving
movement toward a goal (helping
forces) or blocking movement toward a
goal (hindering forces). The principle,
developed by Kurt Lewin, is a significant
contribution to the fields o
social science
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Objective_(goal)8/14/2019 CKM Mod Five
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Analysis tool used to identify forces that help orhinder a change or solution
Helps teams focus on change from the currentstate to the desired state
Highlights both weaknesses and strengths, pros and
cons, barriers and opportunities
Determine if change is feasible/viable
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Assist in the analysis of cause and effect
Assessment of the strength of opposing
forces
Help analyze and prioritize solutions to
problems or areas needing improvement
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Restraining
forces
Driving forces
Statusquo
Desired state
Time
Force-field Model ofChange
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Force Field Analysis
ExampleHelping Forces (+) Hindering Forces (-)
Video Check Out ProcessImprovement
Loyal customersComputeraffordableSoftwareavailableMgt. Wants tochange
Customersdissatisfied
Manual activitiesNo computer
expertiseUnfriendlyemployees
Store layoutEmployees
turnover
5
4
1
1
3
2
4
2
3
3
Total: 16Total: 12
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Increase urgency
Build the guiding team Get the vision right Communicate for buy-in* Empower action
Create short term wins Dont let up Make change stick
8 steps for successful changePeople will not make sacrifices, even if they are unhappy with the
status quo, unless they think the potential benefits of change are
attractive and unless they really believe that a transformation is
possible.
The Heart of Change (John P. Kotter and Dan S. Cohen)
* 70% of peoples problems need no other solution than understandingResolvin conflict, McConnon
ImplementationImplementation
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Force Field AnalysisExample
Helping Forces (+) Hindering Forces (-)
Video Check Out ProcessImprovement
Loyal customersComputeraffordableSoftwareavailableMgt. Wants tochange
Customersdissatisfied
Manual activitiesNo computer
expertiseUnfriendlyemployees
Store layoutEmployees
turnover
5
4
1
1
3
2
4
2
3
3
Total: 16Total: 12
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Implementing OrganizationalChange
Top-down Change
Change Agents
Bottom-upChange
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Eight Steps to a PlannedOrganizational Change
Establish a sense of
urgency.
Form a powerful
coalition ofsupporters of
change.
Create a vision of
change. Communicate the
vision of change.
Empower others to
act on the vision.
Plan and create
short-term wins. Consolidate
improvements and
produce still more
change. Institutionalize new
approaches.
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Stages of Organizational Change andStages of Organizational Change and
their Relationship to Implementationtheir Relationship to Implementation
OrganizationalChange Phases
ImplementationPhases
Unfreezing
Moving
Refreezing
Install
Activate
Institutionalize
(Adapted from: Lewin, K., Field Theory in Social Science, Harper & Row, New York, 1958.)
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Action Research & Force Field AnalysisAction Research & Force Field Analysis
Action Research: A method for identifying the data
associated with the degree of conflict or resistance
in a businesss environment and then dealing with it
in a real-time manner.
Force Field Analysis (Tool/Form): A tool used to
identify an individuals perceived positive and
negative aspects about some current or pending
organizational change.
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Force Field Analysis ToolForce Field Analysis Tool
Blank Force Field Analysis FormBlank Force Field Analysis Form
Driving Forces(Positive)
Restraining Forces(Negative)
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Completed Force Field Analysis FormCompleted Force Field Analysis Form
Driving Forces(Positive)
Restraining Forces(Negative)
industry std.
dept. std.
better support
site license
new software
etc...
etc...
learning curve
DOS programs
machine slow
more memory
etc...
etc...
etc...
total =
X inches
total =
Y inches
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Managerial options for implementing the
change process are:
Top Down Approach.
Laissez-Faire Approach.
Collaborative Approach.
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TOP-DOWN APPROACH
In this approach the solutions or decisions
are arrived at by the people at the top.
They are passed down the formal channels of
communication & control in a unilateralmanner.
These changes focus on the tangibles.
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Two assumptions under this approach
The reasons for the existing behaviors in an
organization (Low performance, high
absenteeism, low productivity rate) Can be traced to single tangible factor.
The overall system can be changed by
changing these tangible causes of existingbehaviors.
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Thus if one changes the existing structures,
systems, & procedures it leads to the basic
change in the organization.
The second assumption is that change is acoercion-compliance phenomenon i.e. the
change process is approached with the basic
assumption that some people initiatechanges while others get changed.
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Advantages
A top down strategy of change is effective
provided the change initiator has
considerable power (coercive, charismatic
power) The advantage of this strategy is that change
is quick and speedy.
Last option for managers when otherstrategies dont work.
People do not like to be coerced.
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LAISSEZ-FAIRE APPROACH
Assumptions
Systems can change only when its members
change.
People are primarily rational beings who follow theirrational self interests.
They will change in a particular direction only when
they realize that it is advantageous to change.
Hence to bring about change we should provideenough information to make rational choices.
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Consequences
It delegates much responsibility for defining andacting upon problems to the subordinates.
The common forms of this approach that takes inthe organizations are:
Communication Meetings Work Shops. Conferences
Training Programmes Decision Making Skills Participants would be
learning these skills, later would be using inconcrete organisational situations.
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COLLABORATIVEAPPROACH The approach that deals with the superiors
and the subordinates.
It involves sharing of the power b/w the
superiors and subordinates in terms of jointlydefining the problems and developing the
solutions.
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Assumptions
Organisational systems & structures, which
need to be changed, are not mere
mechanical procedures, or exhibits, in the
organisational chart. Rather They are defined by the patterns of behaviors
& practices which are rooted by the patterns
of behaviors and practices, which are rootedin the socio-cultural norms, values, &
attitudes of the people.
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Role of a Superior.
To provide a broad perspective to guide the
process and direction of change.
He will highlight the problems which require
the organization attention.
Invites participation to solve problems.
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