ch 4 mgmt 4342

Create disconfirmation

"burning platform," dissatisfaction with the way things are (quality below standards, costs too high, team relationships poor, direction is unclear).

changing steps

-"Cognitive restructuring:" Begin to see another point of view; helping people to see the alternative and the way forward. -Take steps (interventions) to help things move; design an alternative.

refreezing steps

-Helping clients integrate the changes -"Personal refreezing:" taking the new, changed way of doing things and making it fit; trying it out, making adjustments -"Relational refreezing:" In a system, engaging with others about the new way of doing things; spread the changes throughout the system

Systems Theory Models of Change

-Lewin's "Ice Cube" Model & Force Field Analysis -Nadler-Tushman Congruence Model -Burke-Litwin Model of Org. Performance & Change -Weisbord's Six-Box Model

Dimensions of Organizational Change

-Planning: Planned or Unplanned? -Magnitude: First-order or second-order Transactional or Transformational? -Continuity: Episodic or Continuous?

unfreezing stages

Create disconfirmation Induction of anxiety. Creation of psychological safety.

Unfreezing

Creating motivation and readiness to change

Induction of anxiety

Establish a gap between what is current but not working well and some future goal that would make things better.

first-order

Most OD models reflect ______ changes

Creation of psychological safety

People must feel safe, not punished or humiliated for admitting that something is wrong.

Classic "Ice Cube" Model

Unfreeze-Change-Refreeze

Social construction

approaches question those "components" as outcomes of our own language and meaning.

First-order change

incremental modifications that make sense within an established framework or method of operating. i.e. alterations, modifications

change

may be planned or unplanned. It can be about conscious and intentional decisions due to environmental factors, strategic or market needs, or other influences. It can also be unplanned, in response to an immediate threat or crisis.

Second-order change

more substantial shifts, referred to sometimes as "organizational transformation".

Social Construction Models of Change

need people to believe

you never truly refreeze

problem with the ice cube model?

Continuous

reflects the idea that the organization is never truly out of a state of change, and even in minute ways, change is always occurring.

"Congruence hypothesis":

the better the congruence between components, the more effective the organization.

Burke-Litwin Model

the downward arrows have greater influence on lower boxes than do the upward arrows to the variables above them.

Episodic

defined as distinct periods of change, usually infrequent and explicitly defined.

Systems theory

examines relationships between components of organization