Orgnanisarional Change Flashcards
Kurt lewin and the planned approach to change
Status quo is an equilibrium -> if we want to change the status quo, we need to change the forces
Driving forces: forces that want to change the status quo
Restraining forces: forces that challenger the status quo
If individuals do not see the need for change , there will be no success
Organisations with strong cultures likely accept incremental damage but not radical change
Kurt lewin 3 step model
1) unfreezing: destabilise the behavioural equilibrium
2) moving: from less acceptable behaviour to more acceptable behaviour (needs to be quick)
3) Refreezing: the new behaviour needs to fit into the overall personality of the learner otherwise he/she will just change again
(Support and check the change has actually happened)
Criticisms to the three step model
It is very simplistic and mechanistic in the world change is continuous and Lewins work is only relevant to incremental and isolated change projects
Lewin ignores the role power and politics in organisations and the conflictual nature of organisational life
Lewins advocates top down change, and ignores bottom up change
John kotter 8 step model
8 key steps to take when implementing change
1) Establishing a sense of urgency( employees see no need, no motivation)
2) forming a powerful guiding coalition (1 or 2 people alone cannot drive change)
3) creating a Vision (no picture no change)
4) communicating the vision
5) empowering others to act on the vision
6) planning for and creating short term wins
7) consolidating improvements and producing still more change
8) institutionalising new approaches
Resistance to change - what is it ?
Organisational change:
- aimed at adapting to the environment
- improvement in performing
- for the sake of survival,growth and competitive advantage
Employees often respond negatively to change and resist change efforts
Attempts by individuals to protect themselves from change
Resistance to change - reasons ?
Individual reasons :
- habit (changes as a nuisance,like status quo)
- personality characteristic (need for security, not comfy with uncertainty, low tolerance for change )
- fear of economic disadvantage
- selective information processing, trust issues(misunderstanding on what’s happening)
- critical of the change its self, different assessment or pro/cons of change
How to overcome resistance
Educational and comms(+ increases commitment, reconciles opposing views/ - takes time) use when res caused by misunderstanding and lack of comms
Participation and involvement- (+reduces fear,uses individual skills/ - takes time) use when res caused by fear of the unknown
Facilitation and support (+ increases awareness and understanding / - takes time and can be expensive ) use when res caused by anxiety over personal impact
Negotiation and agreement (+ helps to reduce strong resistance/ - can be expensive and encourage others to strike deals) use when res caused by powerful stakeholders whose interests are threatened
Manipulation and cooptation -(+ quick and inexpensive / - future problems from those who fee l they were manipulated) use when res caused by powerful stakeholders who are difficult to mange
Explicit and implicit coercion-(+ quick and overpowers resistance / - change agent must have power, risky if people are angered ) use when res caused by deep disagreements and little chance of consensus
Innovative culture
Innovation - specialised kind of change , new idea applied to initiating or improving a product, process , or service , ranges from small incremental improvements to radical breakthroughs that
Sources of innovation - structural variables
Organic structures - positively influence innovation
- less formalisation, centralisation
- more flexibility,adaptation, cross functional work
Long tenure in management -positively influenced innovation
- legitimacy and knowledge of management
- long term thinking
Resource slack (abundance ) positively influences innovation
- bear costs of innovations
- absorb failures
Inter unit communication- positively influences innovation
-task forces,cross functional the
Sources of innovation - cultural approach
Challenge (+ new challenge inspires more energy/ - alienation unchallenged demotivated )
Freedom (+ enjoy the opportunities of freedom/ - scared to remain in their boundaries)
Idea support- (people listen to eachother and help/ suggestions are quickly rejected with counter arguments )
Trust and openness (high trust open comms/ low trust people afraid to make mistakes )
Dynamism and liveliness ( new things happening new ways to problem solve/ slow jog nothing new happening )
Playfulness and humour (relaxed atmosphere with jokes and laughter/ serious and gloomy atmosphere )
Debates-( many voices are heard, expressing different ideas and view points/ people follow an authoritarian pattern without questioning )
Conflicts (conflict of ideas not personal / personal and emotional conflict )
Risk taking (decisions and actions prompt and rapid; concrete experimentation is preferred to detail analysis / cautious hesitant mentality, work on the safe side, set up committee before deciding )
Idea time -opportunities to test fresh ideas that are not planned work activity these chances are exploited / every minute booked and specified mean that it is hard to think out the box)
