Quiz 5 Organizational change

Parallel learning structure

-A highly participative arrangement composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change -Increases Organizational Learning

Restraining Forces against Change

-Financial Constraints: don't have capital to make change, do best can until business goes under -Employee Resistance: striking or stopping work, subtle attempts to continue in old ways

Large Group Intervention

-Highly participative events that view organizations as open systems. -Many stakeholders are involved in the change process -Adopt a future and positive focus of change

Why do Employees Resist Change?

-Negative Valence of Change: cost benefit analysis in response of change, if more negative benefits will resist the change -Fear of the Unknown: uncertainty common stressor, employees expect the worse -Not-Invented-Here Syndrome: threaten self-worth, undermine change to show that idea is better -Breaking Routines: change requires leaving comfort zone and finding new ways to do things -Incongruent Team Dynamics: teams develop strong norms that dictate behavior, if change disrupts norms employees will act out -Incongruent Organizational Systems: changes must fit in a structure, if changing policy or procedure this may conflict with entire system

Kotter's 8 Step Process for Leading Change

1. Create a Sense of Urgency for Change 2. Build a Coalition of Supporters 3. Form Strategic Vision & Initiatives 4. Communicate the Vision Throughout the Organization 5. Enable Action by Removing Barriers 6. Generate Short-Term Wins 7. Sustain Acceleration 8. Institute Change

Appreciative Inquiry Process

1. Discovery-best of what is 2. Dreaming-envisioning what might be 3. Designing-Dialogue about what should be 4. Delivering-developing objectives about what will be

Action research process

1. form client-consultant relationship 2. Diagnose need for change 3. Introduce intervention 4. Evaluate and stabilize change 5. Disengage consultant's services

Action research

A problem-focused change process that combines action orientation (changing attitudes & behaviors) and research orientation (testing theory through data collection and analysis)

Appreciative Inquiry

An organizational change strategy that directs the groups's attention away from its own problems and focuses participants on the group's potential and positive elements

Pilot Project

Implementing change in a small project before broadening change to the entire organization: -Motivation: managers should support and reward behaviors -Ability: give opportunities for social learning, interacting with others -Role Perceptions: communicate and clarify how employees contribute to change and what is expected of them -Situational Factors: give sufficient resources and time to implement change

Organizational Change

Organizations must remain compatible with their environment to survive

Driving Forces for Change in force field analysis

Technology Economic Shocks Social Trends Competition Nature of the Work Force World Politics

Force field analysis

The change process and about managing forces that both drive and restrain change. In middle of change the driving force outweighs restraining and helps you make change and then they become in equilibrium again

Transformational Leadership & Change

Transformational leaders inspire employees to follow a strategic vision for the future