Organization Change Flashcards
external and internal factors of change (change is driven by these)
External Forces for Change
* Demographic characteristics
* Technology changes
* Customer and market changes
* Social changes/pressures
* Political changes/pressures
* Pandemics, natural disasters, etc.
Internal Forces for Change
* Aspiration-performance discrepancies
- Low job satisfaction and/or engagement
- Increased absenteeism and turnover
- Low performance, productivity and/or efficiency
* Value changes of organizational members
* Changing needs, desires, preferences of organizational members
* Organizational “life cycle” forces
importance of change management
Change ongoing in org function
- Many different kinds of change situations (e.g., tactical vs. strategic).
- Managing change effectively is critical to organizational success.
- Organizations are experiencing more and more change over time.
- Organizations need to develop a consistent approach to change
management that: - Builds discipline and capability around change management
- Is flexible enough to be applied to different types of change
situations - Provides consistency and makes “managing change” part of the
culture
fundamental truths about change
*** Organization change happens person by person (it is collective individual change)
* People resist being changed by
others.
* For people to change = feel a compelling personal
reason to change. All change is personal!
* To change = must understand how their personal need
to change fits with the organization’s reason for change
* there must be compelling
reasons to change
* Successful organization change = people have a clear
understanding of what they are changing to
* people are more willing to change if they feel a degree of ownership in how the changes which must affect them will be designed and implemented
- know a few of these
change requires three critical elements
1) A strong dissatisfaction with the current situation (what’s been done isn’t good enough, you want to go from good to great, you will do whatever it takes to change)
2) A compelling vision for a successful future (an inspirational and engaging model of the future, clear understanding of “where we are”, and “where we need to be”, a communicated vision for the future)
3) A process to help make change happen (info to let people know of the change, a process to help them understand the “what” and “how” of change, ensure understanding with communication materials, systems and tools to help drive change throughout the org)
- These need to be strong enough to overcome resistance to change
change equation
change = dissatisfaction x vision of the future x process > resistance
Change = (D x V x P) > R
resistance:
* These are all critical for change to happen
* if any elements are missing, change will not occur
* Commitment to change needs to be > than the resistance to change
* Leaders play a crucial “make or break” role in sponsoring change
* Need to stay on top of all these elements to ensure successful change
lewin’s model of change
1) “Unfreezing” the old habits
- Creates the motivation to change (benchmarking is good tool for this)
- Allows people to feel “safe” in considering change
2) “Changing”
- Provides new information, new behaviors, new ways of looking at
things
- Use role models, mentors, experts, training, systems/tools, etc. to
help people change
3) “Refreezing”
- Reinforcing desired change, new behaviors, etc.
- Positive reinforcement is probably the best way to do this
- Ongoing coaching, modeling, mentoring to help make it permanent
A well-known model of change, with elements seen in more recent models
Kotter’s 8 steps of making change happen
EDDCEGCM
1) Establish a sense of urgency.
2) Develop the guiding coalition
3) Develop a compelling vision and strategy.
4) Communicate the vision widely and
get buy-in and commitment.
5) Empower people to take broad-based action.
6) Generate and recognize short-term (and small) wins.
7) Consolidate gains and keep moving—don’t let up.
8) Make change stick by anchoring it in corporate culture.
* Steps need to be followed in this order for successful change
8 reasons why change fails
- Allowing too much complexity
- Failing to build a substantial coalition
- Not understanding the need for a clear
and compelling vision - Failing to clearly communicate the vision
- Permitting roadblocks against the vision
- Poor planning and failing to achieve
(and recognize) short-term wins - Declaring victory too soon
- Not anchoring changes in corporate culture
change vs transition
change: An event that is observable,
situational, external to oneself.
Change sets into motion the
transition process. It starts with a
beginning
Transition: A psychological event, it
is a three-phase process that
individuals go through over time to
come to terms with the external
changes. It starts with an ending
the emotions of individual transition
- draw model
1. endings
2. exploration/learning (the neutral zone)
3. new beginnings
minimizing the neutral zone
- Set short-range goals for people to aim toward along the way to long-
term outcomes. - Ensure goals are realistic.
- Provide training on new skills needed for success.
- Protect people from further changes while they regain their balance.
- Be encouraging and help people stay optimistic.
- Involve people in different ways to keep them engaged.
- Find ways to encourage collaboration and team orientation.
people react to change differently
persistent pessimists: very slow change, may leave the system rather than change, around 20% employees
fence sitters, your target! 60% employees
early adapters: move through the personal change quickly, become your evangelists, often 20% of employees
people fear change because they are predisposed, fear of the unknown, loss of status, poor timing, etc.
strategies for overcoming resistance to change
- Education and Communication
- Participation and Involvement
- Facilitation and Support
- Negotiation and Agreement
- Manipulation and Co-optation
- Explicit and Implicit Coercion
how can leaders influence change
- Be passionate in your own commitment.
- Delegate as much accountability for change as possible.
- Make people feel needed and a key part of our future success
(fill people’s “longing for belonging”). - Be intolerant of weak commitment.
- Recognize and build momentum as change starts to occur.
- Recognize and reinforce wins (even small ones).
- Communicate, communicate, communicate
if you want to be good at change: WIIFM?
what’s in it for me?
