Planned Change
greatest factor contributing to resistance to change
*lack of trust* b/w the employee and the manager or the employee & the organization
ALL major change brings feelings of...
- achievement - pride - loss - stress
refreezing
- change agent assists in stabilizing the change so that it becomes integrated into the status quo - if refreezing is incomplete, the change will be ineffective - the *change needs at least 3-6 mo before it will be accepted* as part of the system - ex.) support others so that the change remains
movement
- change agent identifies, plans and implements appropriate strategies, ensuring that driving forces exceed restraining forces - ex.) develop a plan
unplanned change
- change by drift - *accidental* change
Lewin's rules when implementing change
- change should only be implemented for a good reason - change should always be *gradual* - *ALL change should be planned*, and not sporadic or sudden - *all individuals who may be affected by the change should be involved in planning for the change*
chaos theory
- finding the underlying order in apparently random data - butterfly effect: even small changes can drastically alter a system's long-term behavior - use of *non-linear theories* to explain organizational functioning and change
management functions in change
- forecasts - *recognizes need for change* - periodically assesses for signs of organizational aging and plans renewal strategies
managing vs. innovation
- managers like order - innovation is disorderly - sometimes there is tension b/w managers & innovators
unfreezing
- occurs when the *change agent coerces members of the group to change*, or when *guilt, anxiety, or concern* can be elicited - when the change agent convinces members of the group to change - ex.) gathering data for change proposal
planned change
- the *deliberate* application of knowledge and skills by a leader to bring about a change - results from a well thought out and deliberate effort to make something happen
individuals' resistance to change typically depends on 4 things
- their *flexibility* to change - their evaluation of the immediate situation - the *anticipated consequences* of the change - their *perceptions of what they have to lose & gain*
3 good reasons for change
- to solve some problem - to make work procedures more efficient - to reduce unnecessary workload
3 phases of planned change
- unfreezing - movement - refreezing
leadership roles in change
- visionary - risk taker - flexibility - creative
change should never be attempted UNLESS the change agent can...
change agent can make a commitment to *be available until the change is complete*
how can leaders/managers help subordinates overcome objections/resistance to change?
encourage subordinates to speak openly so that options can be identified
change agents
persons skilled in theory and implementation of planned change
indoctrination change
socialization change
reactive change
systems change
single most important factor in how people in the organization accept change is...
the *manager's BEHAVIOR*
restraining forces
the forces that pull the system way from change
driving forces
the forces that push the system toward change
