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WO & SP DT II > WOP Lecture 10: Organizational change > Flashcards

WOP Lecture 10: Organizational change Flashcards

1
Q

How many % of the change objectives are not
achieved?

A

70

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2
Q

3 phases of change

A

unfreeze
change
refreeze

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3
Q

force field analysis model

A

super easy

van current conditions -> desired conditions

before, during and after change

en dan pijlen tijdens before and after even groot: restraining and driving forces

en dan during change: driving forces groter dan restraining forces

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4
Q

forms of resistance

A

complaints, absenteeism, passive
noncompliance

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5
Q

view resistance as a resource

A
  1. Symptoms of deeper problems in the change
    process
  2. A form of task conflict – may improve change
    decisions
  3. Form of voice – procedural justice
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6
Q

6 reasons people resist change

A
  1. negative valence of change
  2. fear of the unknown
  3. not-invented here syndrome
  4. breaking routines
  5. incongruent team dynamics
  6. incongruent organizational systems
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7
Q

negative valence of change

A

negative cost benefit analysis, people will lose out.

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8
Q

fear of the unknown

A
  • people assume the worst when the future is unknown
  • perceive no control
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9
Q

not invented here syndrome

A
  • staff oppose the change to show that their ideas were better
  • sucessful change threatens self esteem
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10
Q

breaking routines

A
  • cost of going out of comfort zone
  • takes time and effort to learn new routines
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11
Q

incongruent team dynamics

A

norms are different than the desired change

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12
Q

incongruent organizational systems

A

Rewards, information systems, patterns of
authority, career paths, selection criteria, and other systems and structures are both
friends and foes of organizational change. When properly aligned, they reinforce
desired behaviors. When misaligned, they pull people back into their old attitudes and
behavior. Even enthusiastic employees lose momentum after failing to overcome the
structural confines of the past.

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13
Q

voorbeeld driving force

A

new competitors or technologies, evolving
workforce expectations, or a host of other environmental changes

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14
Q

resistance forces

A

to keep the status quo, gewoon hetzelfde willen blijven

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15
Q

2 things organizational change requires

A
  1. enlarging urcency
  2. minimizing resistance
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16
Q

3 ways you can enlargen urgency for change

A
  1. inform employees about the driving forces
  2. customer-driven change -> Adapting to changing customer expectations.
     Human element energizes employees
     Reveals problems and consequences of inaction
  3. sometimes need to create urgency to change without external drivers, but this requires persuasive influence!!! use positive vision rather than threats.
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17
Q

communication

A
  • Highest priority and first strategy for
    change
  • Generates urgency to change
  • Reduces uncertainty (fear of
    unknown)
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18
Q

problem with communication

A
  • time consuming
  • costly
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19
Q

learning

A
  • provides new knowledge or skill
  • includes coaching
  • helps break old routines, form new ones
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20
Q

problems learning

A
  • potentially time consuming and costly
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21
Q

involvement

A
  • employees participate in change process
  • helps saving face -> reduces not invented here syndrome and fear of the unknown
  • includes task forces, future search events
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22
Q

involvement problems

A
  • time consuming
  • soms conflict
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23
Q

stress management

A
  • when other strategies do not minimize stress enough
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24
Q

benefits of stress management

A
  • motivation to change
  • less fear of the unknown
  • fewer direct costs
25
Q

problems stress management

A
  • time consuming
  • does not help everyone
26
Q

negotiation

A
  • influence by change
  • employees lose something, so something else is offered to make up for this loss. otherwise they would not support the change
27
Q

problems negotiation

A
  • expensive
  • gains compliance (toegeving, oke dan maar) not commitment dus minder motivatie
28
Q

coercion

A

when all other things fail!!!

  • assertive influence
  • radical form of unlearning
29
Q

problems coercion

A
  • reduces trust
  • may create resistance
  • encourage politics -> in order to protect jobs
30
Q

dus de 6 manieren om restraining forces te reducen

A
  1. communication
  2. learning
  3. employee involvement
  4. stress management
  5. negotiation
  6. coercion
31
Q

importance of refreezing

A

When you are leading for
growth, you know you are going
to disrupt comfortable routines
and ask for new behavior, new
priorities, new skills… Even when
we want to change, and do
change, we tend to relax and the
rubber band snaps us back into
our comfort zones.”

32
Q

change agent =

A

possesses knowledge and power to guide and facilitate the change effort

33
Q

wat voor soort leadership hoort bij change agents

A

transformational leadership

34
Q

strategic visions and change:

A
  • Provides a sense of direction
  • Identifies critical success factors to valuate change
  • Links employee values to the change
  • Minimizes employee fear of the unknown
  • Clarifies role perceptions
35
Q

coalitions =

A

people with influence

36
Q

waardoor worden coalitions increased

A

social networks

37
Q

diffusion of change =

A

beginnen als pilot project, uitproberen

38
Q

effective diffusion door:

A

mars model!

motivation -> pilot projects employees are rewarded, which motivates others to adopt this pilot project also

ability -> trainings to adopt pilot project

role perceptions -> translate pilot project to new situations

situational factors -> provide resources to implement pilot project elsewhere

39
Q

4 approaches for change

A
  1. Action research approach
  2. Appreciative inquiry approach – Four-D model
  3. Large group interventions
  4. Parallel learning structure approach
40
Q

action research approach

A

action -> to achieve goal of change

research -> testing application of concepts

41
Q

action research principles (3)

A
  1. open systems perspective
  2. highly participative process
  3. data-driven, problem-oriented processes
42
Q

action research process model

A
  1. form client-consultant relations
  2. diagnose need for change
  3. introduce intervention
  4. evaluate/stabilize change
  5. disengage consultant’s services
43
Q

Appreciative Inquiry Approach

A

frames change -> focus on positive and possible future, not problems

44
Q

5 principles of appreciative inquiry approach

A
  1. positive principle
  2. constructionist principle: conversations shape reality
  3. simultaneity principle: inquiry and change are simultaneous
  4. poetic principle: we can choose how we perceive situations (glass half full)
  5. anticipatory principle: people are motivated by desirable visions
45
Q

Four_D model of Appreciative Inquiry

A

Discovery
Dreaming
Designing
Delivering

46
Q

Discovery

A

what is the best?

47
Q

dreaming

A

forming ideas about what might be

48
Q

designing

A

engaging in dialogue about what should be

49
Q

delivering

A

developing objectives about what will be

50
Q

dus de 4 Ds vragen

A

discovery: what is best
dreaming: what might be
designing: what should be
delivering: what will be

51
Q

large group interventions

A

future search
open space
large group sessions
may last a few days
high involvement with minimal structure

52
Q

limitations of large group interventions

A

limited opportunity to contribute
risk that few people will dominate
focus on common ground may hide differences
generates high expectations about future (misschien niet haalbaar)

53
Q

parrallel learning structure approach

A

highly participative social structures
members representative across the formal hierarchy
sufficiently free from firms constraints
develop change solutions, then applied back into the organization
= action-research approach

54
Q

cross-cultural concerns

A

linear and open conflict assumptions -> these are different from values in some cultures

55
Q

ethical concerns

A

privacy rights
management power
self esteem of employers

56
Q

what could reduce the not invented here syndrome

A

employee involvement

57
Q

welke strategieen kosten veel tijd

A

communication
learning
employee involvement
stress management

58
Q

welke strategieen zijn duur

A

communication
learning
negotiation

WO & SP DT II (16 decks)

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