management chapter 10

Three kinds of change: from least threatening to most threatening:

Adaptive change Innovative change Radically innovative change

Applying the systems model of change:

Aid during the strategic planning process. Once a group of managers identifies the organization's vision and strategic goals, group members can consider the target elements of change when developing an action plan to support goals. Use a diagnostic framework to identify the causes of an organizational problem and propose solutions.

Two important things to realize:

Any change made in each and every target element will ripple across the entire organization All organizational change ultimately affects the people in it and vice versa.

___ argues that when successful companies are confronted with a giant technological leap that transforms their markets, all choices are bad ones.

Clayton M. Christensen

External force outside the organization:

Demographic characteristics Technological advancements Shareholder, customer, and market change Social and political pressures

Organizational development process:

Diagnosis - what is the problem? Intervention - what shall we do about it? Evaluation - how well has the intervention worked? Feedback - how can the diagnosis be further refined? Intervention - interference in an attempt to correct a problem.

Resistance can be considered to be the interaction of three causes:

Employee characteristics Change agent characteristics The change agent-employee relationship

Readiness has four components:

How strongly the company needs the proposed change How much the top managers support the change How capable employees are of handling it How pessimistic or optimistic employees are about the consequences of the results

Internal forces inside the organization:

Human resources concerns Managers' behavior

Ten reasons for not accepting change:

Individuals' predisposition toward change Surprise and fear of the unknown Climate of mistrust Fear of failure Loss of status or job security Peer pressure Disruption of cultural traditions or group relationships Personality conflicts Lack of tact or poor timing Non-reinforcing reward systems

Components of an innovation system:

Innovation strategy Committed leadership Innovative culture and climate Required structure and processes Necessary human capital Human resource policies, practices and procedures Appropriate resources

The systems model of change consists of three parts:

Inputs Target elements of change Outputs

Organizational development can be used in three matters:

Managing conflict Revitalizing organizations Adapting to mergers

Research has found that OD is most apt to be successful under the following circumstances:

Multiple interventions Management support Goals geared to both short and long term results OD is affected by culture

Four target elements of change:

People - their knowledge, ability, attitudes, motivation, and behavior Organizational arrangements - such as policies and procedures, roles, structure, rewards, and physical setting. Methods - processes , work flow, job design, and technology Social factors - culture, group processes, interpersonal interactions, communication, and leadership

Two types of change:

Reactive Proactive

Suggestions in pursuit of more self-compassion:

Self-kindness Remind yourself that you're not alone Practice mindfulness meditation

Force field analysis steps:

Step 1 -identify the positive forces (called thrusters) and negative forces (called counter thrusters). Step 2 - remove the negative forces and then, if necessary, increase the positive forces.

Product innovation

a change in the appearance of the performance of a product or a service of the creation of a new one.

Process innovation

a change in the way a product or service is conceived, manufactured, or disseminated.

Innovation system

a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

Change agent

a person inside or outside the organization who can be a catalyst in helping deal with old problems in new ways.

System

a set of interrelated parts that operate together to achieve a common purpose. This approach can be used to diagnose what to change and determine the success of the change effort.

Force field analysis

a technique to determine which forces could facilitate a proposed change and which forces could act against it.

B corporation

also known as a benefit corporation, in which the company is legally required to adhere to socially beneficial practices, such as helping consumers, employees, or the environment.

Resistance to change

an emotional/behavioral response to real of imagined threats to an established work routine.

System approach

any change, no matter how small, has a rippling effect throughout an organization.

Reactive change

change made in response to problems or opportunities as they arise; compare proactive change.

Kurt Lewin

developed a model with three stages - unfreezing, changing, and refreezing to explain how to initiate, manage, and stabilize planned change.

Changing stage

employees need to be given the tools for change: new information, new perspectives, new models of behavior.

Refreezing stage

employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things.

Improvement innovations

enhance or upgrade an existing product, service, or process.

Self-compassion

gentleness with yourself

Feedback

how is the change working and what alterations need to be made?

Radically innovative change

introduces a practice that is new to the industry

Innovation

introduction of something new or better, as in goods or services.

Technology

is not just computer technology; it is any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product.

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.

Focus continuum

measures the scope of the innovation

Proactive change

planned change; making carefully thought-out changes in anticipation of possible or expected problems or opportunities; opposite of reactive change.

Self-affirmations

positive statements that can help you focus on goals, get rid of negative, self-defeating beliefs and program your subconscious mind.

Disruptive innovation

process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.

Adaptive change

reintroduction of a familiar practice

Out puts

represent the desired goals of a change, which should be consistent with the organization's strategic plan.

Target elements of change

represents four levers that managers may use to diagnose problems and identify solutions.

Organizational development (OD)

set of techniques for implementing planned change to make people and organizations more effective.

New-direction innovations

take a totally new or different approach to a product, service, process, or industry.

Readiness for change

the beliefs, attitudes, and intentions of the organization's staff regarding the extent of the changes needed and how willing and able they are to implement them.

Innovative change

the introduction of a practice that is new to the organization.

Crowdsourcing

the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community, such as Facebook and twitter users.

Inputs

why should we change, and how willing and able are we to change?