Chapter 13 Managing Change Forces of Change External Forces for Change o Globalization o The growing diversity of the workforce o The explosion of the Internet o New legislation o Changing customer desires and expectations o Heightened levels of competition Internal Forces for Change o Performance gaps o New leadership o A new mission o Employee pressures Change Agent activities Change Process Change Persons who act as catalysts and assume the responsibility for managing change o Making things different Planned Change o Activities that are intentional and goal oriented Goals of Planned Change o Improving the ability of the organization to adapt to changes in its o Changing the behavior of individuals and groups in the organization environment Lewin s Change Model Phase 1 Unfreezing o Create high felt need for change o Minimize resistance to change Phase 2 Changing o Change people tasks and structure o Encourage ongoing support Phase 3 Refreezing o Reinforce outcomes o Constructive modification Sources of Individual Resistance Forms of resistance to change o Overt and immediate Voicing complaints engaging in job actions o Implicit and deferred Loss of employee loyalty and motivation increased errors or mistakes increased absenteeism Sources of resistance o Uncertainty o Lack of understanding and trust o Differing perceptions o Lack of tolerance for change o Rejection of change source o Habit o Self interest Tactics to Overcome Resistance to Change Education and communication o Characteristic Explaining the need for and the logic of the change o Best used when Resistance to change is due to lack of information or inaccurate information and analysis Participation and involvement o Characteristic Having members participate in the planning and implementation of change o Best used when The initiators of change don t have all the information they need to design the change and others have considerable power to resist Facilitation and support o Characteristic Gradual introduction of the change process and provision of support to people affected by the change o Best used when People are resisting change because of fear or adjustment problems Negotiation and agreement resistance to change o Characteristic Negotiating or bargaining to win acceptance or reduce o Best used when Someone or some group will clearly lose out in the change and that party has considerable power to resist Manipulation and co optation o Characteristic Covertly steering individuals or groups away from resistance to change o Best used when Other tactics wont work or are too expensive Coercion o Characteristic Demanding that members support the change or be threatened with the loss of rewards and resources o Best used when The initiator of change has power and change must A dramatic vivid demonstration that the current situation is unacceptable Examples occur quickly Burning Platform o Plummeting profits o Competitive threats o Irritated customers o Lawsuits Best Practices for Managing Change Consider the combined effects of different kinds of change Concentrate on a few processes that really count Find allies that help counter critics and conservatives To make change easier to accept introduce in stages Do not abandon failing projects revise and reinforce them Find few key measures to best judge success If it takes complex reasoning to justify abandon it Keep promises about change Use regular progress meetings to highlight achievements Don t assume you know what people are thinking Excessively celebrate success Always be frank about possible adverse effects of success Monitor employee moral and act if it begins to deteriorate Organizational Development An effort 1 planned 2 organization wide and 3 managed from the top to 4 increase organizational effectiveness and health through 5 planned interventions in the organizations process using behavioral science knowledge OD Process Identify a need for change 1 2 Select a technique for change 3 Gather top management support 4 Plan the change process 5 Overcome resistance to change 6 Evaluate the change process Overcoming Resistance Logos reason logic data o Anticipate questions and objections do your homework o Identify sources of help sell the befits o Listen create plan use catalytic methods Ethos credible leaders competence and trustworthiness o Expertise authoritativeness personal integrity Pathos emotional and psychological needs o Get them involved with participation o Negotiating facilitation compromising compensating o Emotional support Overcoming Resistance Identify potential sources of worker resistance to a change Involve workers in the design of the change 1 2 3 Develop and implement a comprehensive communications plan for education 4 Provide support for workers who will be implementing the change e g training 5 Offer rewards to workers for successfully implementing a change 6 Reinforce the change by realigning jobs processes systems and organization workers about the change budget direction culture with the change Chapter 14 Looking Ahead Internships Any carefully monitored work or service experience in which an individual has learning goals and reflects actively on what he or she is learning through the experience Often serves as a trying out period on which companies and individuals see whether they fit one another before having a long term commitment Plan for Ongoing Skills Learning Coordinate your skills Map and track your skills portfolio Develop a skills action plan Identify role models Use self management for skill learning Practice practice practice Massive Open Online Course MOOC Used to have to use traditional methods for knowledge or info Now with technology info is everywhere MOOC is a course open participatory distributed life long networked learning Not a school but a way to connect collaborate and to engage in learning process essentially an event Is accessible maybe without paying material is shared and negotiated to anyone Engage with others work no assignments you network Distributed knowledge based encourages independence for learners You can choose what you do Practitioner Oriented Management and Organizational Behavior Journal Following are noteworthy in efforts to bring recent research and theory to particular audiences o Academy of management perspectives AMP o California management review CMR o Harvard business review HBR o Journal of management inquiry JMI o Organizational dynamics Provides contacts information about developments