Managing Change and Innovation Flashcards
organisational change
the adoption of a new idea or behaviour by an organisation
reasons people resist change
- self-interest
- lack of understanding and trust
- uncertainty
- different assessments and goals
disruptive innovation
innovations in products or processes that radically change competition in an industry
ambidextrous approach
incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations
product change
a change in the organisation’s product or service output
technology change
a change that pertains to the organisation’s production process
critical innovation strategies for changing products and technologies
- exploration
- cooperation
- innovation roles
exploration
designing the organisation to encourage creativity and the initiation of new ideas
cooperation
creating conditions and systems to facilitate internal and external coordination and knowledge sharing
innovation roles
managers put in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation
people change
a change in the attitudes and behaviours of a few employees in the organisation
culture change
a major shift in the norms, values, attitudes and mindset of the entire organisation
tools for changing people and culture
- training and development
- organisation development (OD)
training and development
an approach to changing people’s mindset. Companies can offer training programs to large groups of employees on subjects such as teamwork, diversity, emotional intelligence, or communication skills
organisational development (OD)
a planned, systematic process of change that uses behavioural science knowledge and techniques, to improve an organisation’s health and effectiveness through its ability to adapt to the environment, improve internal relationships and increase learning and problem-solving capabilities
organisation development activities
- team-building activities
- survey-feedback activities
- large-group interventions
organisation development steps
the theory underlying OD proposes three distinct stages for achieving behavioural and attitudinal change: (1) unfreezing, (2) changing and (3) refreezing
unfreezing
The goal during the unfreezing stage is to create an awareness of how the status quo or current level of acceptability is hindering the organisation in some way. Communication is especially important during the unfreezing phase, so employees can become informed about the change, the logic behind it, and how it will benefit each employee. The idea is that the more we know about a change, and the more we feel it is necessary and urgent, the more motivated we are to accept the change.
changing
This is when the change become real and also consequently the time that most people struggle with the new reality. It is a time marked with uncertainty and fear, making it the hardest step to overcome. During the changing step, people begin to learn the new behaviours, processes and ways of thinking. Support and open communication is important during the implementation phase so that employees are clear of what is expected of them and that they understand that the business is willing to support them. This reduces resistance and makes it easier for the change to be implemented effectively.
refreezing
Refreezing symbolises the act of reinforcing, stabilising and solidifying the new state after the change. The changes made are accepted and refrozen as the new norm or status quo. Lewin found the refreezing step to be especially important to ensure people do not revert back to their own ways of thinking or doing prior to the implementation of the change. Efforts must be made to guarantee the change is not lost, rather, it needs to be cemented into the organisation’s culture and maintained as the acceptable way of thinking or doing.
strategies for overcoming resistance and implementing change
- making people aware of the need for change by creating a sense of urgency
- analysing resistance through the force-field technique
- using implementation tactics that suit the situation
force-field analysis
the process of determining which forces drive and which resist a proposed change.
By selectively removing forces that restrain change, the driving forces will be strong enough to enable implementation
tactics to overcome resistance
- communication and education
- participation
- negotiation
- coercion
- top management support
communication and education
used when people who may resist change need information about it. Education is especially important who the change involves new technical knowledge or users are unfamiliar with the idea
participation
involves users and potential resisters in designing the change
negotiation
uses formal bargaining to win acceptance and approval of a desired change
coercion
managers use formal power to force employees to change. Resisters are told to accept the change or lose rewards and even their jobs
top management support
involves top executives frequently reinforcing the importance of innovation both verbally and symbolically
driving forces
factors that support the change in an organisation and actively work to make it possible
restraining forces
factors that resist the change in an organisation and actively try to stop it
emotion management in radical change (employees)
employees experience a wide range of negative emotions (e.g. fear, anger, depression) that can slow and even thwart the change efforts, especially as they spread through the dynamics of emotional contagion.
it is necessary to attend to those emotions and to engage in some preventive and repair work to enhance employee’s receptivity to change (e.g. rousing/uplifting speeches; celebrations of small wins; demonstrations of care and sympathy throughout; humour)
emotion management in radical change (managers)
managers who strive to implement change must possess enthusiasm, drive and resilience in the face of resistance, accusations, indifference, frustration, and unexpected events.
It is necessary to build spaces for moral support and stamina conservation.
