Osland Ob8 Ppt 22 - Revised

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


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


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


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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?


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.


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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


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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


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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


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


…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


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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


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


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


Sources of Resistance

Inadequate change goalInadequate processPersonal resistancePolitical resistanceSystemic resistance


Tactics for Dealing with Resistance

Empathy Education and communication Participation and involvement Facilitation and support Co-optation Negotiation and agreement Manipulation Coercion

Commitment

Compliance


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.


Cultural Values Underlying OD

Respect for peopleTrust and supportEquality and power sharingCandor and confrontationParticipationCollaboration


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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


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Osland Ob8 Ppt 22 - Revised