Chapter 8: Planned Change
Organizational aging:
Developmental Stages Chaos and Stagnation Balance
________________ is the deliberate application of knowledge and skills by a leader to bring about a change
Planned change
qualities of change agents
Visionary Collaborator Responsive Communicator Creative Reflective Enthusiastic
____________ change: Coincidental, happenstance or change by drift
accidental
____________ theory suggests that even small changes in conditions can drastically alter a system's long-term behavior (commonly known as the butterfly effect). Thus, changes in outcomes are not proportional to the degree of change in the initial condition. As a result of this sensitivity, the behavior of a system exhibiting chaos appears to be random, even though the system is deterministic in the sense that it is well defined and contains no random parameters.
chaos
Examples of [driving/restraining] forces might include a desire to please one's boss, to eliminate a problem that is undermining productivity, to get a pay raise, or to receive recognition.
driving
which classic change strategy uses legitimate application of authority?
power-coercive
What is a natural and expected response to change?
resistance
The [young/aged] organization is characterized by high energy, movement, and virtually constant change and adaptation. [young/aged] organizations have established "turf boundaries," function in an orderly and predictable fashion, and are focused on rules and regulations. Change is limited.
young aged
Kurt Lewin's change theory Lewin (1951) identified three phases through which the change agent must proceed before a planned change becomes part of the system
1. Unfreezing: •Need for change •Encourage change •Ensure strong support 2. Movement •Develop Plan •Set goals and objectives •Execute 3. Refreezing •Stabilization •Integration •Supportive •Reinforcement
Individual resistance typically depends on four things:
1.Flexibility to change 2.Evaluation of the immediate situation 3.Anticipated consequences 4.Perceptions of losses and gains
In applying ____________ theory to planned change, it becomes clear that the multidimensionality of health-care organizations, and the individuals who work within them, results in significant challenges for the change agent. Change agents then must carefully examine and focus on the relationships between the elements and be careful not to look at any one element in isolation from the others. It also suggests that time and attention must be given to trying to understand these relationships and interactions even before unfreezing is attempted and that continual monitoring and adaptation will likely be needed for movement and refreezing to be successful.
CAS
Reasons for change
Solve a problem Efficiency Reduce unnecessary workload
What are the steps in the stages of change model?
Stage 1 Pre-contemplation Stage 2 Contemplation Stage 3 Preparation Stage 4 Action Stage 5 Maintenance
which classic change strategy uses group norms and peer pressure?
normative-reeducative
______________ change: Well thought out and deliberate
planned
A transition from unfreezing to movement begins in the _____________ stage, as the individual intends to take action in the short-term future
preparation
which classic change strategy provides current research?
rational-empirical
Tasks of the manager/change agent during the _______________ phase in Kurt Lewin's phases of change support others so that the change continues.
refreezing
T/F As organizations age, structure increases to provide greater control and coordination.
true
T/F Because change disrupts the homeostasis or balance of the group, resistance should be expected as a natural part of the change process.
true
Tasks of the manager/change agent during the _______________ phase in Kurt Lewin's phases of change Gather data. accurately diagnose the problem. decide if change is needed. Make others aware of the need for change; often involves deliberate tactics to raise the group's discontent level
unfreezing
Which stage in Kurt Lewin's change theory? Occurs when the change agent convinces members of the group to change or when guilt, anxiety, or concern can be elicited. Thus, people become discontented and aware of a need to change. For effective change to occur, the change agent needs to have made a thorough and accurate assessment of the extent of and interest in change, the nature and depth of motivation, and the environment in which the change will occur.
unfreezing
Lewin's Driving and Restraining Forces
*Driving (facilitators): forces that push the system toward change *Restraining (barriers): forces that pull the system away from change
What are the three types of classic change strategies?
1. rational-empirical 2. normative-reeducative 3. power-coercive
_____________ theory: - the actions of any agent within the system affect all other agents in the system; that is, that context and action are interconnected - while an individual may have behaved one way in the past, future behavior may not always be the same (not always predictable) because that individual's prior experience and past learning may change her or his future choices - there are always hidden or unanticipated elements in systems that make linear thinking almost impossible
CAS theory
___________________, an outgrowth of complexity theory, suggests that the relationship between elements and agents within any system is nonlinear and that these elements are the key players in changing settings or outcomes.
Complex Adaptive Systems (CAS) Theory
_______________ suggests that the relationship between elements and agents within any system is nonlinear and that these elements are constantly in play to change the environment or outcome.
Complex Adaptive Systems (CAS) theory
Complex Adaptive Systems (CAS) Change Theory
Complexity theory outgrowth Elements and Agents Relationship ??
In the past, managers blamed employees for resistance. What is the new way of thinking about resistance?
Today, resistance is recognized as a natural and expected response to change and leader- managers must resist the impulse to focus on blaming others when resistance to planned change occurs. Instead, they should immerse themselves in identifying and implementing strategies to minimize or manage this resistance to change. One such strategy is to encourage subordinates to speak openly so that options can be identified to overcome objections.
________________: Person knowledgeable in the theory and application of a planned change
change agent
___________________ - a person skilled in the theory and implementation of planned change who can deal appropriately with conflicted human emotions and to connect and balance all aspects of the organization that will be affected by that change.
change agent
Lorenz discovered that even tiny changes in variables often dramatically affected outcomes. Lorenz also discovered that even though these chaotic changes appeared to be random, they were not. Instead, he found that there were deterministic sequences and physical laws, which prevail in nature, even if this does not appear to be the case. This is why Rae (n.d.) argues that chaos theory is really about finding order in what appears to be random data.
chaos theory
Which theory? Complexity Science Subset Data Order Changes Outcomes are not proportional to initial change
chaos theory
In the past, organizations looked at change and organizational dynamics as linear, occurring both in steps and sequentially. More contemporary theorists maintain that the world is so unpredictable that such dynamics are truly nonlinear. As a result, nonlinear change theories such as ____________________ and ________________ now influence the thinking of many organizational leaders.
complex adaptive systems (CAS) theory chaos theory
In organizational planned change, the ____________ is often the change agent.
manager
Tasks of the manager/change agent during the _______________ phase in Kurt Lewin's phases of change develop a plan. set goals and objectives. identify areas of support and resistance. include everyone who will be affected by the change in its planning. set target dates. develop appropriate strategies. implement the change. Be available to support others and offer encouragement through the change. Use strategies for overcoming resistance to change. evaluate the change. Modify the change, if necessary.
movement
Which stage of Kurt Lewin's change theory? the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces. Because change is such a complex process, it requires a great deal of planning and intricate timing. Recognizing, addressing, and overcoming resistance may be a lengthy process, and whenever possible, change should be implemented gradually. Any change of human behavior, or the perceptions, attitudes, and values underlying that behavior, takes time.
movement
which change strategy? These strategies use group norms and peer pressure to socialize and influence people so that change will occur. The change agent assumes that humans are social creatures, more easily influenced by others than by facts. This strategy does not require the change agent to have a legitimate power base. Instead, the change agent gains power by skill in interpersonal relationships. He or she focuses on noncognitive determinants of behavior, such as people's roles and relationships, perceptual orientations, attitudes, and feelings, to increase acceptance of change.
normative-reeducative
which change strategy? These strategies include influencing the enactment of new laws and using group power for strikes or sit-ins. Using authority inherent in an individual position to effect change is another example of a power- coercive strategy. These strategies assume that people often are set in their ways and will change only when rewarded for the change or when they are forced by some other power-coercive method. Resistance is handled by authority measures; the individual must accept it or leave.
power-coercive
Which change strategy gives current research as evidence to support the change? The change agent using this set of strategies assumes that resistance to change comes from a lack of knowledge and that humans are rational beings who will change when given factual information documenting the need for change. This type of strategy is used when there is little anticipated resistance to the change or when the change is perceived as reasonable.
rational-empirical
Which stage of Kurt Lewin's change theory? the change agent assists in stabilizing the system change so that it becomes integrated into the status quo. If it is incomplete, the change will be ineffective and the pre-change behaviors will be resumed. For refreezing to occur, the change agent must be supportive and reinforce the individual adaptive efforts of those affected by the change. Because change needs at least 3 to 6 months before it will be accepted as part of the system, the change agent must be sure that he or she will remain involved until the change is completed.
re-freezing
Examples of [driving/restraining] forces include conformity to norms, an unwillingness to take risks, and a fear of the unknown.
restraining
Which stage in the stages of change model? No intention of changing
stage 1: precontemplation
Which stage in the stages of change model? - Unfreezing - Considers change but not committed
stage 2: contemplation
Which stage in the stages of change model? Intends to change in near future Transition from unfreezing to movement begins
stage 3: preparation
which stage in the stages of change model? Movement Actively modifies behavior
stage 4: action
which stage in the stages of change model? Refreezing Works to maintain changes to prevent relapse
stage 5: maintenance
T/F the level of resistance to change generally depends on the type of change proposed. technological changes encounter less resistance than changes that are perceived as social or that are contrary to established customs or norms.
true
perhaps the greatest factor contributing to the resistance encountered with change is a lack of ____________- between the employee and the manager or the employee and the organization.
trust