Kinicki, Ch. 16 / Organization Change Flashcards
external forces for change
Forces that originate outside the organization
- demographics
- technological advancements
- shareholder/customer/market changes
- social/political
internal forces for change
Forces that come from inside the organization
3 general types of change
adaptive change: Reintroduces a familiar practice either in a different unit or in the same unit at a different point in time
innovative change: Introduces a practice that is new to the organization
radically innovative change: Introduces a practice new to the industry
3 changes of lewin’s change model
unfreezing - create motivation to change
changing - introduce new info
refreezing - support the change
mission statements
An expression of the reason an organization exists
vision
A long-term goal that describes what an organization wants to become
readiness for change
The strength of our beliefs and attitudes about the extent to which changes are needed and our capacity to successfully implement them
components:
1. need for change
2. top-management support for the efforts
3. personal ability to cope with changes
4. perceived personal consequences of change
resistance to change
Any thought, emotion, or behavior that does not align with actual or potential changes to existing routines
dispositional resistance to change
A stable personality trait characterized by being less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes encountered
a change agent
Someone who is a catalyst in helping organizations deal with old problems in new ways
job stress
The harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker
eustress (good stress)
Stress associated with positive emotions and outcomes
stressors
Environmental characteristics that cause stress
1. individual level
2. group level
3. org level
4. extra-organizational
fatigue vs tiredness
A prolonged state of physical and mental exhaustion that cannot simply be remedied by a good night’s sleep
vs
Typically physical and short-term and is resolved by rest and sleep
presenteeism
Occurs when employees show up but are sick or in no condition to work productively
primary vs secondary appraisals
Perceptions of whether a stressor is irrelevant, positive, or negative
vs
Perceptions of how able you are to cope with a given demand
control strategy
Behaviors and cognitions that directly anticipate or solve problems
escape strategies
A coping strategy in which stressors are ignored or avoided
symptom management strategies
Coping strategies that focus on reducing the symptoms of stress, including relaxation, meditation, medication, and exercise
ABCDEs of cognitive restructuring
a. name event or problem
b. list beliefs about the problem
c. list consequences
d. formulate counterargument, pessimistic = overreactions, correct inaccurate/distorted thoughts
e. describe how energized and empowered you feel at the moment
5 tips for effective change
- set realistic change goals
- ensure senior leader involvement and commitment
- walk the talk
- be clear on “why”
- align performance management practices
kotter’s 8 step model of change
requires orgs to move through each step sequentially
organizational development OD approach to change consists of…
diagnosing, intervening, evaluating, feeding the evaluation back to assess change effectiveness
the good and bad of stress
- stress is physically and emotionally harmful
- stressors occur at individual, group, org, and extra-org levels
- primary and secondary forms of cognitive appraisal
- common coping strategies: control, escape, symptom management
