Chapter 13 - Orga Change Flashcards
Cultural process of change
Overcome resistance
Minimise uncertainty and ambiguity
Flow of usual change events
- mgr try to improve existing strategy
- adaptation of existing strategy
- constrains due to existing strategies
Change process
Lewin 3 stages
Unfreeze
Change
Refreeze
Change process
Lewin force field analysis
Factors encouraging change
Factors hindering change
Strengthening driving force
Weakening restraining forces
Or both
Restraining forces:
Job anxiety
Change seems less stimulating
Fear of loss of power/status
Driving forces:
Fresh challenge
Improved rewards
Increased job discretion
Beer and Nohria
Theory E&O
Theory E: max shareholder value - incentives, layoffs, downsizing, restructuring: top down
Theory O: softer - cultural, enhance employee capabilities (feedback, reflecting, changes): bottom up
Recommended to execute both strategies at the same time
E=economic value of change
O=concentrating on the organisation
Resistance to change (3 factors)
Job
- fear of technological unemployment
- fear of changes to working conditions
- fear of demotion or pay reduction
Social
- dislike breakup of social environment
- dislike of change implementors
- lack of consultation leading to rejection
Personal
- criticism of current working method
- feel less valued
- more monotonous work
Source and response
Resistance
Security/familiarity- inform, encourage, involve
No change needed - clarify purpose and execution of change
Try to protect vested interests - show probs and opport. Related to change
Managing resistance
Kotter Schlesinger
Participation Facilitation and support Manipulation and co-optation Negotiations Power/coercion (by force or threat) Educate&Communicate
Key are: Speed Strength of pressure Level of resistance Power you hold How much info you need before you can implement change
Change agents
Where they help
Skills and attributes of change agents
Define problem and cause
Diagnose solution and select course of action
Implement change
Transmit learning process to others
Goals: clarity, define, achieve, sensitivity, flexibility
Roles: team-building, networking, tolerance for ambiguity or change
Communication: colleagues and subordinates, personal enthusiasm, committed, meeting management
Negotiation: vision and selling plans, resolving conflict, contract negotiation
Managing up: political awareness and influencing, balancing goals and perceptions, helicopter perspective
Power Skills of change agents
Kanter (7)
Work independently Collaborate effectively Develop relationships Self-confidence Being respectful Work across businesses or functions Drive for results and satisfaction from success
Pro’s for external change agents
Perspective State of the art know how Dedicated resources Experience Objectivity
Managing decline (4 ways)
Retrenchment (drastic cost cutting)
Turnaround (repositioning the Corp)
Divestment
Liquidation
Change adept orgs by Kanter
Imagination to innovate
Professionalism to perform
Openness to collaborate
Skills of leaders: Communicate aspiration Build coalitions Empower work team Make everyone a hero Learning to persevere (continue in a course of action even in the face of difficulty or with little or no indication of success) Challenge org wisdom Tuning to the environment
3 key attributes of orgs adept in change
Imagination to innovate
Professional to perform
Openness to collaborate
Thriving on chaos (Tom Peters)
Incremental change prevents true innovation
Firms believe in constant improvement not excellence
Constant change does not mean chaos, just handling adaptation
PRO
Welcome innovation actively
People who are used to change accept without resistance
Employees develop an external viewpoint
CON
Might damage moral
Creates office politics
Peter Senge 5 disciplines to create learning orgs
System thinking Personal learning and growth Mental models Shared Vision Team learning
