Chapter 11 - Managing Change Effectively Flashcards
Two dimensions for monitoring change
As sequential phases in the transition from one way of working to another
As progressive shifts in employee attitudes and behavior
Simultaneous progress on both dimensions = successful change
Steps in a typical change project
A need to change is identified. The desired changes are identified. A solution is designed. New processes and systems are developed. The solution is implemented.
Phases of shifts in employee attitudes and behaviors
Awareness of the need for change
Desire to participate in and support the change
Knowledge of how to change and an under-standing of what the change will look like
Ability to implement the change on a day-to-day basis
Reinforcement to keep the change in place
Reasons people resist change
Fear of being unable to learn new skills
Belief that their job is at risk
Lack of trust in person introducing change
Not understanding the purpose for change
Liking the status quo
Feeling that the change challenges basic values
Fear of having to give up established patterns of friendships
______ one of the main reasons that change fails.
Failure to develop a strategy for change
Questions to consider in the change process
How quickly must the change come about? Can it be introduced gradually?
Is the change permanent or temporary?
Can it be made in small steps rather than big steps?
How many changes must be made?
Can some changes wait?
Can the change be made into a pilot project?
Keep employees informed of
The reasons for change
Improvements that can be expected
The schedule for making the change
What additional training will be provided, who will receive it, and how it will be done
How the change will affect the organization and interrelationships.
Employees who are involved in the change process
Will be more likely to want to make the change
Will be more likely to be committed to the results
Can help develop solutions
Will know their ideas are valued
Will be more willing to tolerate stress
Will be more willing to give the chance a fair chance
Will be more willing to support implementation
Can take pride in the successful implementation.
In a healthy climate for change
People look for opportunities People are open to taking risks Suggestions for better ways of getting things done are encouraged Innovative ideas are shared Suggestions for change are rewarded.
Problem-solving steps
Name the problem. Brainstorm about causes. Identify the cause. Identify the desired change. Brainstorm about a solution. Select a solution. Write an action plan. Implement the action plan. Evaluate the solution.
Repeat the process until the problemis solved.
Questions for evaluating work methods
Which methods need improving?
What steps are involved in the job?
What is a better method?
Is this a good change to make now?
Identifying the methods to improve
Use a checklist to identify which problems to tackle first.
Don’t overlook jobs that have been done the same way for a long time.
Identifying the steps in the job
Refer to work procedures manual.
Consider preparation, the job itself, and cleanup.
Choose the subject: a person, an object, or a form.
Write a brief description of every step of the job.
Physically follow the person, object, or form.
List one step at a time.
Use action verbs.
Record time and distance.
Consider using a flowchart or other graphic to illustrate.
Finding a better method
Challenge the job as a whole.
Challenge every step of the job.
Brainstorm alternatives. Eliminating job or steps Combining jobs or steps Change order of jobs or steps Change location where work is done Change person who does the work Improve equipment or work environment
Is this a good change to make?
Is it a change for the better?
Has it a good chance of succeeding?
Does it create more problems than it solves?
Has anything been overlooked?
How will it affect the work of other units, departments, systems, or schedules?
Is the timing right?
Are the resources for the change available now?
