organizational change exam 2

a checklist for change initiative approval

-What does the paper trail say about formal structures and systems that have to be considered when leading the change? -What are key points in the process that we need to be conscious of (e.g., timing of meetings, getting on the agenda, cycle time, types of decision made and where decisions are made)? -How are the relevant systems and structures interconnected? How do they influence one another? -Develop a process map that tracks the change idea from start to finish.

using structures and systems to increase the probability of approval

-ask if the approval is necessary. don't initiate activities that trigger unnecessary formal approval systems -if approval is necessary, show how change is aligned with the organization's vision and strategy -use good processes to legitimize the change. show how benefits of change exceed the costs and risks of doing nothing -show how the change will improve system and structural alignment -frame the change in ways that increase organization comfort. for example, move in increments by positioning it as a trial -if time is critical, demonstrate urgency and focus on external pressures for change

complex and stable environment

-centralized structure, more sophisticated information and control systems -use of rules and policies, procedures and hierarchy, but adapted to the complexity -many departments, some boundary spanning -modest need for integrating roles and systems -some environmental scanning, imitation and planning activity

simple and stable environment

-centralized, simple mechanistic structure -use of rules, policies, procedures, and hierarchy -few departments -low need for integrating roles -efficiency and stability focused, little imitation

simple and dynamic environment

-decentralized, organic structure, participative and team focused -fewer rules, policies, procedures -few departments, much boundary spanning -few integrating roles -much environmental scanning, imitation and a strong planning orientation

complex and dynamic environment

-decentralized, organic structure, participative and team focused, sophisticated information and control systems -fewer rules, policies and procedures -many departments, boundary spanning -many integrating roles -extensive environmental scanning, imitation, sophisticated planning and forecasting systems

more organic

-flexible tasks that are adjusted and redefined through teamwork and participation -little formalization, low reliance on hierarchical authority, more decentralization -wide span of control -highly decentralized decision-making authority located throughout organization -communication is free-flowing up, down, and horizontally integrated -sophisticated environmental scanning, planning, and forecasting process

mobilization

-making sense of formal systems and structures -assessing their weaknesses and strengths -leveraging them to gain approval -leveraging them to gain acceptance -creating more adaptive systems and structures

ambivalence

-mixed feelings are common as recipients try to make sense of the change -generates discomfort as they seek to resolve a multitude of issues about the change: --people find it easier to voice concerns about conflicting beliefs about conflicting emotions -•Once they resolve their ambivalence, feelings solidify and subsequent change to attitudes become more difficult to change again --Invest the time needed at the front end of the change to respond to ambivalence positively - or prepare to face a more difficult task later, when it turns to resistance

more mechanistic

-tasks are broken down into separate parts and rigidly defined/assigned -high degree of formalization, strict hierarchy or authority/control, with many rules -narrow span of control with reliance on hierarchies of people in specialized roles -knowledge and control reside with upper management, limited lower-level authority -communication is vertical (boss/worker relationship) -simple, straight-forward planning process

formal structures and systems

-there is no best way to organize -structural decisions should follow strategic decisions -all structures present leaders with dilemmas they must manage -once structural choices are made, formal systems and process need to be aligned -structures shape and impact people's behavior

stages of reaction to change

1. pre-change anxiety 2. shock 3. defensive retreat 4. bargaining 5. depression, guilt, and/or alienation 6. acknowledgement 7. adaption and change

minimizing cynicism towards change

1.Meaningful engagement of recipients with decisions that affect them 2.Emphasize and reward supervisors who foster two-way communications, good working relationships, and show consideration and respect for employees 3.Timely, authentic communications - keep people informed and include honest appraisals of risks, costs, benefits and consequences 4.Keep surprises to a minimum via regular communications about changes, anticipating questions and concerns5.Enhance credibility by : a. using credible spokespersons who are liked and trusted b. using positive messages that appeal to logic and consistency c. using multiple channels and repetition 6.Acknowledge mistakes and make amends 7.Publicize successful changes and progress 8.Use 2-way communications to see change from employees' perspective - this will aid planning & future communications 9.Provide opportunities for employees to express feelings, receive validation and reassurance. Address their concerns

common causes of negative reactions

1.Negative consequences perceived to outweigh the benefits 2.Flawed communication process 3.Concern that the change has been ill conceived 4.Lack of experience with change or locked into old habits 5.Prior negative experience with a similar change 6.Prior negative experience with those advocating change 7.The negative reactions of others that recipients trust &/or with whom they will have to work in the future 8.The change process seen to lack procedural or distributive justice and breaching their "contract" 9.Fear that they lack skills they'll need to perform well

common causes of positive reactions

1.Possible to encourage recipients to embrace change rather than resist it 2.Security 3.Money 4.Authority 5.Status and prestige 6.Responsibility 7.Better working conditions 8.Feel good about yourself 9.Personal contacts 10.Reduced time and effort to perform tasks

developing more adaptive structure and systems

1.Systematically and deliberately scan the external environment 2.Have a shared perception of the gap between the current and desired level of performance 3.Have a concern for measurement of performance 4.Develop an experimental mindset where people try new things 5.Create an organizational climate of openness and accessibility 6.Engage in continuous education at all organizational levels 7.Use a variety of methods, appreciate diversity and take a pluralistic view of competencies 8.Have multiple individuals who act as advocates for new ideas and methods 9.Have an involved, engaged leadership 10.Recognize the interdependence of units and have a systems' perspective

1. using systems and structures to obtain formal approval for change- the traditional, hierarchical approval approach 2. strategies based on creeping commitment and coalition building 3. strategies involving simply forging ahead without formal approval - the renegade approach

3 approaches to change

affective cognitive behavioral

3 types of reactions

giving first aid

Accepting emotions Listening Providing safety Marking endings Providing resources and support

rethinking resistance

As natural as self-protection As a positive step toward change As energy to work with As information critical to the change process

exercising responsibility

Identifying options and gains Learning from losses Participating in the change Inventorying strengths Learning new skills Diversifying emotional investing

managing stress

Maintaining physical well-being Seeking information about the change Limiting extraneous stressors Taking regular breaks Seeking support

accepting feelings as natural

Self-permission to feel and mourn Taking time to work through feelings Tolerating ambiguity

cognitive

ability to acquire factual information

stakeholder

anyone who is influenced or could influence the change you wish to make happen

impediments

are much more likely to come from problems related to the misalignment of structures and systems than from individuals engaged in resistance

increases, increases

as uncertainty _________, the amount of information that needs to be processed between decision makers _______.

perceived benefits > perceived cost of change

change occurs when:

cognitive dissonance

discomfort and tension resulting from having conflicting thoughts, attitudes, or behaviors. people are motivated to reduce dissonance (internal conflict) -boring task -debt collection -foreclosure enforcement

understood

existing formal structures and systems need to be ______ when assessing the need for change

follow the paper trail ask those who know develop process maps draw the structures, ie an organizational chart

how do we develop an understanding of structures and systems?

design either inhibits or facilitates collaboration

how does an organization's design impact the behavior of its members?

span of control

how many individuals report to an individual manager?

more rigorous

if leadership has a low tolerance for ambiguity, the approval process is likely to be:

stakeholder wealth relative to others

in a stakeholder map, one may want to depict all of the following factors except:

how they perceive the change will impact them personally

individuals will usually choose whether or not to accept a change program based on what?

general orientation towards change

innovators early adopters early majority late majority late adopters non-adopters

source of information

inside or outside of the functional area

politics

is exciting because people disagree. They disagree about how they should live. Who should get what? How should power and other resources be distributed? Should society be based on cooperation or conflict? And so on.

after the change-acceptance phase

issues: Putting effects of change behind you, acknowledging the change, achieving closure and moving on to new beginnings - adaptation and change 6. acknowledgement 7. adaption and change

during the change-shock, denial, and retreat phase

issues: coping with the announcement and associated fallout, reacting to the new "reality" 2. shock 3. defensive retreat 4. bargaining 5. depression, guilt, and/or alienation

before the change-anticipation and anxiety phase

issues: coping with uncertainty and rumors 1. pre-change anxiety

behavioral

manner of behaving or acting - can be active or passive, allowing change to fail by withholding information

perception of dissatisfaction with the status quo - perception of the benefits of change - perception of the probability of success > perceived cost of change

modified change equation

facilitate or hinder

need to understand how structures and systems ______ change

gain acceptance and promote

need to understand how structures and systems can be used to ____ for organizational change

gain approval

need to understand how structures and systems can be used to _____ for change

more adaptive

need to understand how to create ______ structures and systems

departmentalization or integration

on what basis are jobs grouped together?

central connections

people who link most people in an informal network with each other

affective

physical or emotional reaction of a person to a situation -fear, pride, sadness, excitement, resentment, satisfaction

source of connections

planned interactions or happenstance hallway encounters

power dynamics-- sources of individual power

position or authority power -network power -knowledge power -- expert power, information power -personality power -ability to cope with and absorb environmental uncertainty -low sustainability -centrality to decision making, resources critical to strategy or survival, or to work that others rely on

self-interest misunderstanding and lack of trust different assessments of the consequences low tolerance for change

reasons for resistance

false

recipients of change are usually passive participants

initial awareness interested in the change wanting the change to happen ready to take action

stages in the change process

formal systems

strategic planning process accounting and control pay and reward information system performance reward rules and regulation

rethinking resistance giving first aid creating capability for change

strategies for change leaders coping with change

accepting feelings as natural managing stress exercising responsibility

strategies for recipients coping with change

social restrictions

tenure, hierarchy and location determining the network

meaning power

the ability define the meaning of thins. thus, the meaning of symbols and rituals and the use of language provide meaning power

resource power

the access to valued resources in an organization

process power

the control over formal decision making arenas and agendas

dissatisfied

the more _______ people are, the more they will be willing to change

awareness, interest, desire for action, take action

the movements of stakeholders follow which of the paths below

stakeholder analysis

the process of understanding of the motives, power base, alliances, goals, etc. of all crucial stakeholders

culture

the way of life of groups of people. the way they do things. an integrated pattern of human knowledge, belief, and behavior

work differentiation

to what degree are tasks subdivided into separate jobs?

standard operating procedures (SOPs)

to what degree are there rules and regulations to direct employees and managers?

chain of command

to whom do individuals and groups report?

opposed to the change let it happen help it happen make it happen

type of commitment exhibited

distributive justice

was the end decision a fair one

procedural justice

was the process managed in a fair and equitable way

to support the strategic decision of the firm by enhancing efficiency and effectiveness

what are formal structures designed for?

the CEO may challenge power and culture dynamics

what is likely to happen when a new CEO comes into an organization?

to develop needed information and get it to the right people

what is the role of information systems?

degree of centralization vs. decentralization

where does decision-making authority lie?

organizational culture

which of the following is NOT an example of formal systems?

mobilization

which part of the change path model are we in

a significant amount of people

which would not necessarily be a characteristic fo a powerful department within an organization

boundary spanners

who connect an informal network with other parts of the organization or other organizations

peripheral specialists

who have specialized expertise (and need freedom from connections to maintain that expertise)

information brokers

who join the different sub-groups together (and precent fragmentation)

perceptions of fairness and justice

will influence how recipients view and react to the change

the likelihood of gaining formal approval increases when:

you have a well placed sponsor you know your audience and their preferences power and influence patterns and the implications of the project for the firm and those involved in the approval process are understood •You do your homework with respect to your detailed knowledge of the change project, its scope, objectives, costs, benefits, & risk areas. •Needed approval and support is obtained in advance. •The change project is effectively presented by appropriate individuals. •You have a good sense of timing of when it's best to bring it forward.

bypassing the formal approval process

•Assess how systems and structures can be leveraged to advance change without prior approval •Understand your power and authority •Assess whether change is manageable, defensible and within your scope of authority •Keep key people sufficiently informed to avoid accusations you acted underhandedly •Don't create unnecessary enemies or use tactics that do long-term damage to your reputation •The renegade approach can be used to generate supportive data, refine the change, and build momentum that is difficult to stop •It is often easier to gain forgiveness than permission

channeling feelings for the change

•Channel energy in positive ways, not letting enthusiasm overwhelm legitimate concerns •Recognize mixed feelings and seek to understand them •Use respected, positively oriented individuals in positions of influence concerning the change •Pace the change. Remember that going to slow can lose enthusiastic support and going too fast will choke those who are doubtful.

influence of co-workers on change recipients

•Co-workers and Work Teams will greatly influence Change Recipients' views towards the organizational change. •Co-workers who are trusted will have greater influence. •Cohesive teams will tend to become more cohesivewhen threatened. •Cohesive teams will be influential.

responding to mixed feelings about the change

•Focus on helping people make sense of the proposed organizational change •Listen for information that may be helpful in achieving the change •Constructively reconcile their ambivalence, and Sort out what actions arenowneed

using alignment to aid approval and acceptance

•Gaining approval is less daunting when you can show how the change aligns with mission, vision and strategy •Frame changes in ways that show value, and reduce the incongruence with existing structures and systems •Demonstrate there is little to fear, that the level of disruption can be managed, and benefits outweigh costs •Reduce perceived risk by breaking a big change into smaller stages •Don't assume that approval equals acceptance •By minimizing initial incongruence, you can learn, adapt and modify systems and structures as you proceed. Linked incremental changes produce significant long-term effects •Use existing systems and processes, where appropriate, to advance the changes - the way they are used will influence the way the change is perceived •Listen carefully and communicate effectively and empathetically, using formal processes to help in this regard •The involvement of others can facilitate acceptance & approval •Be patient - it takes time to build acceptance and commitment

feelings about change leaders matter

•How people react to change is also influenced by their perceptions of the change leader •They are more likely to respond positively to the change if: --they trust and respect these leaders --they believe their perspectives and interests are recognized

reactions to change

•People react to change for many reasons -Don't equate support with friends & resistance with enemies -It may be ambivalence and not resistance you're seeing •People experience ambivalence &/or resist for many reasons. Listen carefully so you can learn & refine initiatives -Don't be blind to learning opportunities to refine analysis, avoid problems areas, & strengthen initiatives •The prospects of moving someone from resistance to support increase when they feel their concerns & insights have been understood & received

managers as recipients

•Recipients of change are not just those in front-line roles •Supervisors, middle & even senior managers are often recipients of the organizational change •Managers often try to manage up, down and laterally to cope with change; they try to shape it & deal with implementation on their own terms. •Coping with change while trying to link, influence and implement is difficult •If you are a change recipient in these middle roles, be aware of how this can affect your judgment

using creeping commitment and coalition building

•Use data, pilot programs and other incremental system-based approaches to acclimatize organizational members to change ideas. •Know the key stakeholders and their interests. •Coalition building is valuable because of the role such coalitions might play later, during the formal approval process. •Create opportunities for direct involvement that will build interest and support within key groups. •Use the above initiatives to build momentum to move the organization towards adoption. •Coalition building contains risks that need to be managed. •Avoid tactics that seriously harm relationships, diminish your integrity and/or compromise your long-term objectives.

using structures and systems to increase the probability of approval -- in all cases

•When there is a decision maker you need to influence, identify her/his attitudes to the change and attempt to work with them. •Demonstrate how the change project relates to the strategy or vision of the organization. •Use good existing processes to legitimize the change proposal.

stakeholder analysis

•Who are the stakeholders? •What do they want? •Do they support you? Why? Why not? •What prevents them from supporting you? •Who influences these stakeholders? Can you influence the influencers? •Can stakeholders be co-opted or involved in a positive way?

reactions vary from positive to negative

•ambivalence often comes first •Recipients do not always react negatively - it depends on how they perceive the change •Recipients will have questions and concerns, as they attempt to make sense of the change

resistance is not inevitable

•listen, work to understand and respond in ways that build understanding and support •Do this early and often - don't wait for ambivalence to become resistance

resistance to change

•normal & there are often good reasons for it •Don't assume is "bad" or "negative". It might be helpful • usually contains information that is useful - people have reasons that they resist change