Creating and Managing ChangeOrganization DevelopmentSlide 3Slide 4Achieving GreatnessSlide 6Slide 7Managing ChangeMotivating People to ChangeSlide 10Reasons for Resistance to ChangeSlide 12A General Model for Managing ResistanceSlide 14Force-field AnalysisSlide 16Specific Approaches to Enlist CooperationMethods for Managing Resistance to ChangeSlide 19Harmonizing Multiple ChangesLeading ChangeSources of ComplacencyShaping the FutureCreating the FutureAdding Value, PersonallyLearning Cycle: Explore, Discover, ActLevel 5 HierarchyDestination CEO: Coca Cola Co.Creating andCreating andManaging Managing ChangeChangeChapter 18Chapter 18Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinOrganization DevelopmentOrganization DevelopmentOrganization development (OD)The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.18-2Organization DevelopmentOrganization DevelopmentStrategic interventions, helping organizations conduct mergers and acquisitions, change their strategies, and develop alliancesTechnostructural interventions relating to organization structure and design, employee involvement, and work design18-3Organization DevelopmentOrganization DevelopmentHuman resources management interventionsAttracting good people, setting goals, and appraising and rewarding performanceHuman process interventions Conflict resolution, team building, communication, and leadership.18-4Achieving GreatnessAchieving GreatnessStrategy focused on customers, continually fine-tuned based on marketplace changes, and clearly communicated to employees.Execution good people, with decision-making authority on the front lines, doing quality work and cutting costs.18-5Achieving GreatnessAchieving GreatnessCulture one that motivates, empowers people to innovate, rewards people appropriately, entails strong values, challenges people, and provides a satisfying work environment18-6Achieving GreatnessAchieving GreatnessStructure making the organization easy to work in and easy to work with, characterized by cooperation and the exchange of information and knowledge throughout the organization18-7Managing ChangeManaging ChangeShared leadership is crucial to the success of most change efforts—people must be not just supporters of change but also implementersChange agentsPeople who create change18-8Motivating People to ChangeMotivating People to ChangeGeneral reasons for resistanceInertiaTimingSurprisePeer pressure18-9Motivating People to ChangeMotivating People to ChangeChange-specific reasons for resistanceSelf-interestMisunderstandingDifferent assessmentsManagement tactics18-10Reasons for Resistance to ChangeReasons for Resistance to Change18-11Figure 18.1Motivating People to ChangeMotivating People to Change18-12Figure 18.2A General Model for Managing ResistanceA General Model for Managing ResistanceUnfreezing Realizing that current practices are inappropriate and that new behavior is necessaryPerformance gap The difference between actual performance and desired performance.18-13A General Model for Managing ResistanceA General Model for Managing ResistanceMoving Instituting the changeRefreezing Strengthening the new behaviors that support the change18-14Force-field AnalysisForce-field AnalysisForce-field analysis An approach to implementing the unfreezing/ moving/refreezing model by identifying the forces that prevent people from changing and those that will drive people toward change18-15Restraining forcesDriving forcesStatus quoDesired stateTimeForce-field Model of ChangeSpecific Approaches to Enlist CooperationSpecific Approaches to Enlist Cooperation18-17Methods for Managing Resistance to Methods for Managing Resistance to ChangeChange18-18Table 18.2Methods for Managing Resistance to Methods for Managing Resistance to ChangeChange18-19Table 18.2Harmonizing Multiple ChangesHarmonizing Multiple ChangesTotal organization change Introducing and sustaining multiple policies, practices, and procedures across multiple units and levels.18-20Leading ChangeLeading Change18-21Figure 18.3Sources of ComplacencySources of Complacency18-22Figure 18.4Shaping the FutureShaping the FutureReactive change A response that occurs under pressure; problem driven change.Proactive changeA response that is initiated before a performance gap has occurred.18-23Creating the FutureCreating the FutureAdapters Companies that take the current industry structure and its evolution as givens, and choose where to competeShapers Companies that try to change the structure of their industries, creating a future competitive landscape of their own design.18-24Adding Value, PersonallyAdding Value, Personally18-25Table 18.3Learning Cycle: Explore, Discover, ActLearning Cycle: Explore, Discover, Act18-26Figure 18.6Level 5 HierarchyLevel 5 Hierarchy18-27Figure 18.7Destination CEO: Coca Cola Co.Destination CEO: Coca Cola Co.What examples can you provide of Isdell’s efforts to deliver Coke back to the world-class status it had once enjoyed? Brainstorm some new beverage ideas that Coke might consider for the