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Y3S1 MPW > Ch. 15 Organisational Change > Flashcards

Ch. 15 Organisational Change Flashcards

1
Q

What are the elements of Lewin’s Force Field Analysis Model?

A

Driving forces

  • Push org. toward new state of affairs
  • E.g. New competitors, technologies, evolving workforce expectations

Restraining forces

  • Aka resistance to change
  • Maintain the status quo
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2
Q

When does stability occur in Lewin’s Force Field Analysis Model?

A

Occurs wen driving forces and restraining forces are roughly in equilibrium - equal strength in opp. directions

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3
Q

According to Lewin’s Force Field Analysis Model, how does effective change occur?

A
  • Occurs by unfreezing the current situation,
  • Moving to the desired condition,
  • Then refreezing the system to maintain its desired state
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4
Q

What is unfreezing in the Lewin’s Force Field Analysis Model?

A

The first part of the change process

Produces disequilibrium between driving and restraining forces

How?

  • Increasing driving forces
  • Reducing restraining forces
  • Both
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5
Q

What is freezing in the Lewin’s Force Field Analysis Model?

A

The latter part of the change process

Occurs when org systems and structures are aligned with desired behaviours – reinforce and maintain them

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6
Q

What are some forms of resistance to change?

A
  • Complaints, absenteeism, passive noncompliance

- Subtle resistance - more common than overt

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7
Q

What is the task conflict perspective regarding resistance to change?

A

View resistance to change as task conflict

Signals that employee lacks readiness for change or that change strategy should be revised

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8
Q

What are the outcomes of viewing resistance as a form of voice?

A
  • Redirects resistance into constructive conversations
  • Encourages better decisions through involvement
  • Giving voice and involvement increases commitment to change
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9
Q

Why do people resist change?

A

1) Negative valence of change
2) Fear of the unknown
3) Not-invented-here syndrome
4) Breaking routines
5) Incongruent team dynamics
6) Incongruent organisational systems and structures

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10
Q

What is the negative valence of change?

A

Believing the new situation will have more negative than positive outcomes

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11
Q

What is fear of the unknown?

A

Perceived lack of control

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12
Q

What is the not-invented-here syndrome?

A

When staff oppose change in their area introduced by others

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13
Q

What is breaking routines?

A

Cost and discomfort of changing routines and habits

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14
Q

What is incongruent team dynamics?

A

When team norms conflict with desired change

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15
Q

What is incongruent organisational systems and structures?

A

Systems and structures reinforce status quo (misaligned with organisational change)

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16
Q

What are the problems faced during unfreezing?

A

Increasing driving forces
- Problem: Equal and opposing increase in restraining forces

Decreasing restraining forces
- No motivation to change

Ideal: Both

  • Increasing driving forces creates an urgency for change
  • Reducing restraining forces lessens motivation to oppose the change
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17
Q

Creating an urgency for change

A

Inform employees about driving forces
- Most difficult when organisation is doing well

Customer-driven change

  • May energise employees
  • Reveals problems and consequences of inaction

Creating an urgency for change without external drivers

  • Requires persuasive influence
  • Positive vision better than threats – connect to employee values and needs
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18
Q

What are the six strategies for reducing restraining forces?

A

1) Communication
2) Learning
3) Employee involvement
4) Stress management
5) Negotiation
6) Coercion

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19
Q

How does communication reduce restraining forces?

A

1) Generates urgency for change

2) Reduces uncertainty (fear of unknown)

20
Q

How does learning reduce restraining forces?

A

1) Provides new knowledge and skills to perform well in new situation
2) Strengthens change self-efficacy
3) Greater confidence means more commitment to change

21
Q

What is change self-efficacy?

A

Belief about working successfully in the new situation

22
Q

How does employee involvement reduce restraining forces?

A

1) More personal responsibility and ownership
2) Minimises not-invented-here syndrome and fear of the unknown
3) Better decisions about the change initiative

23
Q

When is it necessary to have a low level of employee involvement to reduce restraining forces?

A
  • When change must occur quickly

- When employee interests are highly incompatible with org’s needs

24
Q

How does stress management reduce restraining forces?

A

1) Removes some negative valence of change
2) Less fear of the unknown
3) Less wasted energy – increase employee motivation to support change process

25
Q

How does negotiation reduce restraining forces?

A

1) Produces employee compliance

Rather than commitment to the change effort – not effective in the long term

26
Q

What are the problems using coercion to reduce restraining forces?

A

Problems:

  • Reduces trust
  • Subtle resistance sometimes created
  • Politics encouraged to protect job
27
Q

When is it necessary to use coercion to reduce restraining forces?

A
  • When speed is essential and other tactics are ineffective

- When employees are unwilling or unable to change their existing mental models of the ideal org

28
Q

What are some ways to refreeze the organisation?

A
  • Changing physical structure and situational conditions
  • Organisational rewards to motivate and reinforce efficient behaviour
  • Feedback mechanisms
29
Q

What are the other four factors influencing organisational change?

A

1) Leadership
2) Coalitions
3) Social networks
4) Pilot projects

30
Q

When do transformational leaders act as change agents?

A

Transformational leaders are change agents when they:

  • Champion vision of desired future
  • Communicate the vision meaningfully
  • Act consistently with the vision
  • Encourage employee experimentation
31
Q

How does strategic vision lead to effective change?

A
  • Provides a sense of direction
  • Identifies critical success factors to evaluate change
  • Links employee values to change
  • Minimises employee fear of the unknown
  • Clarifies role perceptions
32
Q

How do coalitions and social networks lead to effective change?

A

Guiding coalition

  • Strong commitment to change
  • Influence leaders

Social networks and viral change

  • Influence leaders learn and develop commitment to the change
  • Knowledge and enthusiasm shared with others in the network
33
Q

What is a guiding coalition?

A

People with a similar degree of commitment to the change

34
Q

How do pilot projects and diffusion of change lead to effective change?

A

Pilot projects
- More flexible, less risky

Diffusing pilot project’s change to rest of org:
MARS model

35
Q

The pilot project’s change to rest of org is diffused through the MARS model:

A

Motivation
- Pilot project successful, rewarded

Ability
- Employees learn pilot behaviour

Role perceptions
- Translate pilot to other situations

Situational factors
- Provide resources and time to apply pilot elsewhere

36
Q

What are the four approaches to organisational change?

A

1) Action research approach
2) Appreciative inquiry
3) Large group interventions
4) Parallel learning structures

37
Q

What is action research?

A

A problem-focused change process that combines action orientation (changing attitudes and behaviour) and research orientation (testing theory through data collection and analysis)

Action: To achieve the goal of change
Research: Testing application of concepts

38
Q

What is the action research process?

A

1) Form client-consultant relationship

2) Diagnose need for change
- Analyse data, gather data, decide objectives

3) Introduce intervention
- Implement the desired incremental or rapid change

4) Evaluate and stabilise change
- Determine the change effectiveness
- Refreeze new conditions

39
Q

What are the principles of action research?

A

1) Open systems perspective
2) Highly participative process
3) Data-driven, problem-oriented process

40
Q

What is appreciative inquiry?

A

An organisational change strategy that directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elements

41
Q

What are the five key principles of appreciative inquiry?

A

1) Positive principle
- Focus on positive, not on problems

2) Constructionist principle
- Conversations shape reality

3) Simultaneity principle
- Inquiry and change are simultaneous, not sequential

4) Poetic principle
- We can choose how to perceive situations (glass half-full)

5) Anticipatory principle
- People are motivated by desirable visions

42
Q

What is the Four-D Model of Appreciative Inquiry?

A

1) Discovery: Discovering the best of “what is”
2) Dreaming: Forming ideas about “what might be”
3) Designing: Engaging in dialogue about “what should be”
4) Delivering: Developing objectives about “what will be” (destiny)

43
Q

What is large group intervention approach?

A

Highly participative events involving employees and other stakeholders

  • Involve the “whole system”
  • Future-oriented, usually to create a shared vision

E.g. Future search conferences

44
Q

What are the limitations of large group interventions?

A
  • Limited opportunity to contribute
  • Risk that a few ppl will dominate
  • Focus on common ground may hide differences
  • Generates high expectations about ideal future, difficult to satisfy in practice
45
Q

What is the parallel learning structure approach?

A

Highly participative social structures
Members representative across formal hierarchy
Sufficiently free from firm’s constraints
Develop change solutions applied back into the larger organisation

46
Q

What are some cross-cultural concerns in organisational change?

A

Linear and open conflict assumptions differ across cultures

47
Q

What are some ethical concerns in organisational change?

A
  • Violate individual privacy rights
  • Increase management power
  • Undermine individuals’ self-esteem

Y3S1 MPW (5 decks)

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