Chapter 10--MGMT 360
Diagnosis--What is the Problem? Intervention--What Shall We Do about It? Evaluation--How Well Has the Intervention Worked?
3 Steps of the OD Process:
(1) Recognize problems & opportunities & devise solutions. (2) Gain allies by communicating your vision. (3) Overcome employee resistance, & empower & reward them to achieve progress. (4) Execute well by effectively managing people, groups, and organizational processes and systems in the pursuit of innovation.
4 Steps for fostering innovation:
(1) Hard Work in a Specific Direction (2) Hard Work with Direction Change (3) Curiosity (4) Wealth & Money (5) Necessity (6) Combination of Seeds.
6 Steps of the Seeds of Innovation:
Change Agent:
A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways
Benchmarking:
A process by which a company compares its performance with that of high-performing organizations.
Resistance to Change:
An emotional/behavioral response to real or imagined threats to an established work routine.
Technology:
Any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product.
Product Innovation:
Change in the appearance or the performance of a product or service or the creation of a new one.
Process Innovation:
Change in the way a product or service is conceived, manufactured, or disseminated.
External forces for change:
Demographic Characteristics, Market Changes, Technological Advancements, and Social & Political Pressures.
Internal forces for change:
Employee Problems and Managers' Behavior.
Cynthia Barton Rabe:
Former innovation strategist for Intel; Suggests that too much knowledge and experience can actually kill innovation.
Changing:
In the changing stage, employees need to be given the tools for change: new information, new perspectives, new models of behavior.
Refreezing:
In the refreezing stage, employees need to be helped to integrate the changed attitudes and behavior into their normal way of doing things.
Unfreezing:
In the unfreezing stage, managers try to instill in employees the motivation to change, encouraging them to let go of attitudes and behaviors that are resistant to innovation.
Radically Innovative Change:
Introduction of a practice that is new to the industry.
Innovative Change:
Introduction of a practice that is new to the organization.
Reactive Change:
Making changes in response to problems or opportunities as they arise.
Four areas in which change is often needed:
People, Technology, Structure, and Strategy.
Proactive Change:
Planned change; involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities.
Adaptive Change:
Reintroduction or a familiar practice.
(1) Multiple Interventions (2) Management Support (3) Goals Geared to Both Short- & Long-Term Results (4) OD is Affected by Culture.
Research has found that OD is most effective under the following 4 circumstances:
Organizational Development (OD):
Set of techniques for implementing planned change to make people and organizations more effective.
Kurt Lewin:
Social psychologist who developed a model with three stages--unfreezing, changing, and refreezing--to explain how to initiate, manage, and stabilize planned change.
Intervention:
The attempt to correct the diagnosed problems.
Incremental Innovation:
The creation of products, services, or technologies that modify existing ones.
Radical Innovation:
The creation of products, services, or technologies that replace existing ones.
Creativity:
The process of developing something new or unique.