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.