Organizational Change

establish a sense of urgency

(motivator) inspiring the necessary teamwork, ideas, and eagerness to make sacrifices related to the change.

_________ _______ is critical in the change process.

Employee buy-in is critical in the change process.

Force Field Analysis Change Model

Investigate the balance of power Identify the key players involved in decision-making Identify who is for and who is against change Identify ways to influence those against change

___________ of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to ___________ the change

Maintenance of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to embrace the change

idea of the learning organization became popular largely by

Peter Senge's book The Fifth Discipline

Planned Change Process

Recognize Need Develop Change Goals (Establish Urgency) Appoint a Change Agent Assess Current Climate Develop Plan (who when where how) Implement Plan Evaluate Plan

refreezing step

act of reinforcing, stabilizing and solidifying the new state after the change

evaluate the plan

assess how successful the plan was in achieving the change goal

driving forces > resisting forces =

change

Structural changes

changes made to the organization's structure that might stem from internal or external factors and typically affect how the company is run.

unfreezing step

create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way

assessing the current climate of the organization

determine how ready the organization and its members are for the change

Stating the problem

determining the current situation in terms of the conflict at hand and desired future

Kurt Lewin

developed a change model involving three steps: unfreezing, changing and refreezing

People changes

directed towards improving employee performance, skills, attitudes, behavior and loyalty to the organization, as well as to enhance manager-subordinate relationships, group cohesion and employee sense of achievement.

communicate the vision

employees are able to see how the vision for change will affect and benefit them as an individual.

Kotter's 8-Step Change Model of Management

establish a sense of urgency, create the guiding coalition, develop a vision and strategy, communicate the change vision, empower broad-based action, generate short-term wins, consolidate gains to produce more change, and anchor change in the organization's culture

consolidate gains to produce more change

focusing on the role of early success as an enabler of future success

Process changes

improve overall workflow efficiency and productivity within an organization.

systems thinking

integrates the previous four disciplines, acknowledges that organizations are complex systems made of interrelationships

Defining objectives

listing the expectations or outcomes of change.

Strategic changes

making changes to the overall goals, purpose, strategy or mission of an organization.

anchor changes within the organizational culture

monitoring the acceptance of change and how well the organizational culture is adapting to the change.

generating short-term wins

needed to maintain enthusiasm and momentum to keep the change initiative going

forces

people, habits, customs, attitudes

develop the change plan

provide a roadmap for how the change will be implemented

create a change vision

provide employees with a clear understanding of what the change is all about.

Developing change goals

provides managers with the objective or expectation of how the change will respond to whatever internal or external forces are driving the need to change.

Implementing the change

puts the change plan into action

empower broad-based action

removing obstacles that block the change vision or disempower individuals with unrealistic and unattainable goals.

Recognizing the need for change

requires managers at all levels to be aware of the internal and external forces that potentially compromise the success and long-term sustainability of the organization.

change agent

select someone to carry out that change

create the guiding coalition

selecting and recruiting a team of individuals who will be capable of carrying out the change.

team learning

stresses the importance of collaboration, shared dialogue and decision making, and mutual accountability in work groups

4 internal changes

structural, strategic, people, processes

learning organization

symbolizes a company where its members are constantly learning from everything they do

mental models

the generalization and assumption we use to make sense of the world and how we react to it

personal mastery

the individual worker who must have personal professional development goals in which to focus energy, and the organization must recognize and nurture these goals.

developing a shared vision

the organization consciously blends individual aspirations with company goals

driving forces

those seeking change

resisting forces

those seeking status quo

Comparing strategy against organizational objectives

to determine whether the strategies used are in line with the desired objectives.

Determining resisting forces

to identify negative or resistant forces to change.

changing step

where the organization must transition or move into this new state of being (marked w/ uncertainty; learn new behavior; hardest step to accept)