Organizational Change Flashcards
Forces that Stimulate Change
- Nature of the work force (cultural diversity, aging popullation, new entrants, eetc)
- Technology
- Economic shocks
4 Competition - Social trends
- World politics
Sources of Resistance to Change
INDIVIDUAL Habit Security Economic Factors Fear of the Unknown Selective Information Processing ORGANIZATIONAL Structural Inertia Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships and Resource Allocations
Force Field Analysis—Origins (Lewin)
We each exist in a life space
The life space is a Gestalt psychological
environment existing in an individual’s mind at a
certain point in time
◦ When fully constructed, your life space describes your motives,
values, needs, moods, goals, anxieties and ideas
◦ It can be mathematically described in a topological constellation
of constructs
Force field analysis (helping versus hindering forces)
Lewin’s Classic Three-Step Model
Unfreezing -> Changing -> Refreezing
Unfreezing can be achieved by:
Increase driving forces that direct behavior away from the status quo
Decrease restraining forces that hinder movement from the existing equilibrium
Combine the two above approaches
Force Field Analysis
forces for change vs forces aga inst change . With force strength of each (1-10) (then sum)
How do we overcome
resistance to change?
- Education and Communication
- Participation
- Building Support and Commitment
- Develop Positive Relationships
- Implementing Changes Fairly
- Manipulation and Cooptation
- Selecting People who Accept Change
- Coercion
Change Management Simulation:
Power and Influence
What is going on at Spectrum?
What are the challenges facing the company?
How are they doing financially?
What is the sustainability initiative?
What do you think about the change agent’s
objectives? Laudable? Too ambitious?
How do the change agent’s colleagues react to his
or her suggestion? Why?
Power of the change agent vs Urgency for results
Context of Change
Reactive Change ◦ Closing a performance gap (what is and what should be) Proactive Change ◦ Closing an opportunity gap (what is and what could be)
Realignment
when low urgency for results, ‘proactive change’
when high urgency.. reactive change
opportunity gap??
Chart in notes
Three Distinct Organizational
Change Phases
(chart)
Mobilization Phase:
Make the Case for
Change Initiative
Build the Organizational
Capacity for Change
Movement Phase
Build Momentum for
Change Initiative
Preserve and Continue to
Build Organizational
Capacity for Change
Sustain Phase
Institutionalize
Change Initiative
Kotter’s Eight Steps
mobilization (unfreeze): Establishing a Sense of Urgency
Forming a Powerful Guiding Coalition
Creating a Vision
Communicating a Vision
moveemnt (change):
Empowering Others to Act on the Vision
Planning for and Creating Short-Term Wins
Consolidating Improvements and Producing Still More Change
Sustain (refreeze)
Institutionalizing New Approaches
Change Formula
(D x M x P) > Cost of Change
if Change is to Occur
D = dissatisfaction;
M = model; P = process
Raising Dissatisfaction
Dissatisfaction — Emotional energy about performance or opportunity gaps
◦ Communicate NEED for change and COSTS of not changing
◦ Performance / opportunity gap analysis (internal and
external)
Comparative data
Contextual landscape analysis
Benchmarking
Employee attitudes
◦ Sharpen awareness of gap analysis
◦ Involve key people
M: Focusing Dissatisfaction
◦ Clear and widely understood MODEL for change (M),
sometimes referred to as vision
What is being changed and why?
Where we want to go / what do we want to
become?
◦ Model / vision must be compelling and meaningful
Appeal to logic, emotion, and values
Characteristics of Effective Models /
Visions
Desirable • Satisfies stakeholders • Motivates employees
Feasible • Opportunity for short term wins • Realistic stretch
Relevant
• Contextually
sensitive
