CH. 14: Organizational Change Flashcards
Forces for change
Nature of Workforce Technology Economic shocks Competition Social trends World politics
People (manager/non managers, employees of the org., or outside consultants) who act as catalysts & assume responsibility for managing change activities
Change Agents
2 types of agents
Outside- offer objective perspective
Internal- is to live w/ consequences of their actions
Lewin’s 3- step Model
Unfreezing, Moving, & Refreezing
Change efforts to overcome pressures of individual resistance & group conformity
- activates & strengthens top management support, builds in rewards, and use participation in decision making
Unfreezing
Efforts to get employees involved in change process
- establish goals, develop management structures for change & maintain open, 2-way communication
Moving
Stabilizing change intervention by balancing driving & restraining forces
- build success experiences, reward desired behaviour & make change work
Refreezing
Forces directing behaviour away from status quo
Driving forces
Forces hindering movement away from the status quo
Restraining forces
Change process based on systematic collection of data & then selection of a change action based on what the analyzed data indicate
Action Research
Process of action research
Feedback Action Analysis Diagnosis Evaluation
Approach to change that seeks to identify unique qualities & special strengths of an organization, which can then be built on to improve performance
Appreciative Inquiry
Steps of Appreciative Inquiry (“Four D’s”)
Discovery
Destiny
Design
Dreaming
Four reasons why individuals may resist change
Self interest
Misunderstanding & lack of trust
Different assessments
Low tolerance for change
6 major sources of organizational resistance
Structure inertia Limited focus of change Group inertia Threat to expertise Threat to established power rtnships " " " resource allocations
