MGMT Chapter 7

"The kiss of yes"

"The kiss of yes"- some of the strongest resistors may support the changes in public, but they ignore them in private.

Another way to reduce resistance to change is to have those affected by the change

Another way to reduce resistance to change is to have those affected by the change participate in planning and implementing the change process. Employees who participate have a better understanding of the change and the need for it. Employees are less likely to resist change if they are allowed to discuss and agree on who will do what after change occurs.

Change agent

Change agent- the person formally in char of guiding a change effort. The change agents clarifies the problem, gathers information, works with decision makers to create and implement an action plan, helps to evaluate the plans effectiveness. Implement the plan through the company, and then leaves after making sure the change intervention will continue to work.

Change forces

Change forces- lead to differences in the form, quality, or condition of an organization over time.

Change intervention

Change intervention- the process used to get workers and managers to change their behaviors and work practices.

Is change easy or difficult?

Change is difficult under any circumstances.

Coercion

Coercion- the use of formal power and authority to force others to change.

Participate and implement the change together

need commitment to the goal to get participation Buoy to planning and goal commitment

Seek the Truth (SEE)

see the necessary thing to do and do it communicate and educate

Change agent

someone who is committed to the change

Force field

Invisible thing that blocks stuff Pock holes- working with resistance forces

The first two errors occur during the unfreezing phrase, when managers try to get the people affected by change to believe that change is really needed.

The first and potentially most serious error is not establishing a great enough sense of urgency. People will feel a greater sense of urgency if a leader in the company make a public, candid assessment of the company's problems and weaknesses. The second mistake that occurs in the unfreezing process is not creating a powerful enough coalition. Chang often starts with one or two people. But change has to be supported by a critical and growing group of people to build enough momentum to change an entire department, division or company.

The following methods can be used to mange resistance to change:

The following methods can be used to mange resistance to change: education and communication, participation, negotiation, top managements support and coercion.

Organizational development

Organizational development- a philosophy and collection of planned change interventions designed to improve an organizations long-term health and performance.

People also resist change because of misunderstanding and distrust

People also resist change because of misunderstanding and distrust; they don't understand the change or the reason for it, or they distrust the people- typically management - behind the change. Resistance isn't always visible at first.

People resist changing out of self

People resist changing out of self-interest because they fear that change will cost or depriving them of something they value.

People with a low tolerance of change feel threatened by:

People with a low tolerance of change feel threatened by the uncertainty associated with change and worry that they wont be able to learn the new skills and behaviors needed to successfully negotiate change in their companies.

Why don't squirrels make it across the road?

Poor planning Problem we have is with implementation not making the decision

Resistance force

Resistance force- support the status quo, that is, the existing conditions in an organization.

Resistance might stem from:

Resistance might stem from a fear that the changes will result in a loss of pay, power, and responsibility or even ones job.

Resistance to change also decreases when change efforts receive significant managerial support

Resistance to change also decreases when change efforts receive significant managerial support. Managers must do more than talk about the importance of change, though. They must provide training, resources and autonomy needed to make change happen.

Resistance to change is an example of

Resistance to change is an example of frozen behavior.

What causes resistance to change?

Resistance to change- is caused by self-interest, misunderstanding and distrust, and a general intolerance for change.

Results driven change

Results driven change- change created quickly by focusing on the measurement and improvement of results.

Unfreezing

Unfreezing- getting the people affected by change to believe that change is needed.

When resistance to change is based on insufficient, incorrect, or misleading information, managers should:

When resistance to change is based on insufficient, incorrect, or misleading information, managers should educate employees about the need for change and communicate change related information to them. Mangers must also supply the information and funding, or other support employee's need to make changes.

Results driven change

change is driven top - down results driven change is bottom up employees up

Frozen- Unfrozen- Refreeze

you do not want to refreeze make it slushy Google never wants to freeze at all

One of the reasons that organizational change efforts fail is that

One of the reasons that organizational change efforts fail is that they are activity oriented rather than results oriented.

The next four errors that managers make occur during the change phase, when a change intervention is used to try to get workers and managers to change their behavior and work practices.

o A vision for change makes clear where a company of department is headed and what the change is occurring. Change efforts that lack vision tend to be confused, chaotic, and contradictory o Under committing the vision by a factor of ten is another mistake in the change phase. Companies mistakenly hold just one meeting to announce the vision. o Another error in the change phase is not systematically planning for and creating short tem wins. Most people don't have the discipline and patience to wait two years to see if the new change effort works. Change is threatening and uncomfortable, so people need to see an immediate payoff if they are to continue to support it.

The last two errors that managers make occur during the refreezing phase, when attempts are made to support and reinforce changes so that they stick.

o Declaring victory too soon is a tempting mistake in the refreezing phase. Mangers typically declare victory right after the first large-scale success in the change process. o The last mistake that managers make is not anchoring changes in the corporation's culture. An organizations culture is the set of key value, beliefs and attitudes shared by organization members that determine the accepted way of doing things in a company.

The Sack of Sand Syndrome

people act like a sack of sand if you want the person to do something you have to pick them up and make them