CHAPTER 15:LEADING CHANGE

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AGENDA• Forces for change• Organizational development• Resistance to change• Leading change• Learning organizations

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FACTORS FOR SUCCESFUL CHANGE

Source: LaClair, J. A., & Rao, R. P. (2002). Helping employees embrace change. The McKinsey Quarterly, 4, 17–20.

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Source: Retrieved on April 2, 2014 from: http://www.forbes.com/sites/jacobmorgan/2013/09/10/ the-evolution-of-work/.

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THE EVOLUTION OF WORK (CONTINUED)

Source: Retrieved on April 2, 2014 from: http://www.forbes.com/sites/jacobmorgan/2013/09/10/ the-evolution-of-work/.

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FORCES DRIVING ORGANIZATIONAL CHANGE

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PLANNED CHANGE• Planned change is proactive

rather than reactive. • Managers read the environment

they operate in and determine the needed course of action and how to get there.

• Change can be big (radical) or small (incremental)

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TYPES OF PLANNED ORGANIZATIONAL CHANGES

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FOUR SUBSYSTEMS OF CHANGE1. Formal organization2. Social factors3. Technology4. Physical setting

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ORGANIZATIONAL DEVELOPMENTOrganizational development (OD) is a collection of social psychology methods employed to improve organizational effectiveness and employee well-being.

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EXAMPLES: OD INTERVENTIONS• Survey feedback• Workout• Process consultation• Team building• Appreciative inquiry (AI)

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REACTIONS TO CHANGE• Resistance • Compliance• Commitment

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WHY DO PEOPLE RESIST CHANGE?• Personal reasons -- habit, security,

economics, and fear of the unknown. • Organizational reasons -- structural

inertia (structure is too rigid to support the change), group inertia, threats to expertise, and threats to established power relationships.

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HOW TO OVERCOME RESISTANCE TO CHANGE• Education and communication• Participation• Building support and commitment• Developing positive relationships• Implementing changes fairly• Selecting people who accept

change

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METHODS OF LAST RESORT• Manipulation and cooptation• Coercion

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LEADING CHANGE: LEWIN’S 3-STEP MODEL• Unfreezing, changing, refreezing• Uses force-field analysis

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LEWIN’S 3-STEP MODEL OF CHANGE

Source: Adapted from http://www.mindtools.com/pages/article/newPPM_94.htm.

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LEADING CHANGE: KOTTER’S 8-STEP MODEL• Elaborates on Lewin’s model of change

and provides specific guidelines for changing organizations • Each step builds on the previous one.

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KOTTER’S 8-STEP MODEL FOR CHANGE

Source: Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.

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LEADERSHIP IMPLICATIONS: CREATING LEARNING ORGANIZATIONS• In a learning organization, leaders

facilitate organizational change by creating a workplace that is flexible and innovative.• If employees are always learning and

willing to do or try new things, change is easier to accept and implement.

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THE FIVE LEADERSHIP LEARNING DISCIPLINES

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OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

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