CHAPTER 9 Flashcards
Refers to a set or arrangement of interrelated parts that interact to form a whole.
SYSTEMS
A system that receives inputs from its external environment.
OPEN SYSTEMS
The attempt to solve a problem using a single strategy, without examining the validity of the problem itself.
SINGLE-LOOP LEARNING
A method of learning that involves questioning current assumptions, examining a problem from different perspectives, and questioning the validity of the problem.
DOUBLE-LOOP LEARNING
5 steps of generic model of change by Hayes’:
- RECOGNIZE THE NEED FOR CHANGE
- DIAGNOSE WHAT NEEDS TO CHANGE
- PLAN AND PREPARE FOR CHANGE
- IMPLEMENT THE CHANGE
- SUSTAIN THE CHANGE
The network of ties that an individual has with other individuals.
SOCIAL NETWORK
Approach to understanding and changing individual or group perceptions and behaviors by seeking to understand the interdependent forces that act on individuals or groups that motivate them towards certain courses of action.
FIELD THEORY
A framework for analyzing a problem that seeks to identify all the relevant factors and stakeholders that are acting to either sustain the current state or to move away from the current state.
FORCE-FIELD ANALYSIS
An iterative trial-and-error process of discovery that involves diagnosing a problem, planning a solution, acting on the solution, evaluating the results of the actions, learning from the outcomes, and asking new questions.
ACTION RESEARCH
The main component of the Planned Model of Change.
THREE-STEP MODEL
The initial stage of organizational change where it involves the development of a shared understanding among stakeholders that a particular change is necessary.
UNFREEZING
The second stage of a change process that involves the trial-and-error process of taking action to move the firm through the intended change.
MOVING
The third and final stage of a change initiative putting policies, practices, and structures in place to establish new norms around the change.
REFREEZING
3 conditions to unfreeze current behaviors:
- DISCONFIRMATION OF THE VALIDITY OF THE STATUS QUO
- INDUCING SURVIVAL ANXIETY
- CREATING PSYCHOLOGICAL SAFETY
Complex systems are based on some form of order but can behave in unpredictable ways.
CHAOS THEORY
An approach to learning that applies double-loop learning and an attempt to understand how the entire system may be affected by change.
ORGANIZATIONAL LEARNING
5 elements of organizational learning:
- PERSONAL MASTERY
- MENTAL MODELS
- BUILDING A SHARED VISION
- TEAM LEARNING
- SYSTEMS THINKING
The understanding of one’s purpose and the development of a personal vision.
PERSONAL MASTERY
An internal representation of the way things work and it influence the casual attributions that we make.
MENTAL MODELS
The interaction of individual ideas and efforts toward a team objective that results in outcomes that exceed the capabilities of any individual on the team.
TEAM LEARNING
Views change issues within the framework of the entire organization.
SYSTEMS THINKING
2 areas of HRM that are involved in strategic change:
- CLARIFYING AND COMMUNICATING THE VALUES
- TRAINING, EDUCATION, AND ORGANIZATIONAL LEARNING
