OB Chapter 17

Appreciative Inquiry

Discovering what the organization does right This process seeks to identify the unique qualities and special strengths of an organization, which are used to build on to improve performance through a process. This process includes discovery (identifying the strengths of the organization), dreaming (speculating on the future of the organization), designing (finding a common vision), and destiny (deciding how to fulfill the dream).

Lewin's Three-Step Model

Lewin offers a three-step model to help facilitate the change process. He sets forth that change efforts need to "unfreeze" individual resistance and group conformity to help them move forward and then you need to refreeze the changes by balancing driving and restraining forces. This will help to move people through the change process and solidify the desired behaviors/outcomes moving forward.

Idea champions

Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented Have high self-confidence, persistence, energy, and acceptance of risk Use inspiration and vision to gain commitment Have decision-making discretion For innovation to occur there needs to be an idea champion who actively promotes the innovation. An idea champion is someone who actively and enthusiastically promotes an idea, builds support, overcomes resistance, and ensures that innovation is implemented. A manager must have high energy and be willing to accept risk. They must use inspiration and vision to gain commitment and have the authority to make decisions. Effective managers alter their organization's championing strategies to reflect cultural values. In a collectivist culture, a cross-functional approach might be more effective, for example. Similarly, in high power-distance cultures, idea champions might work closely with superiors to get approval for innovative activity before work begins.

What are the 5 organizational design interventions?

survey feedback process consultation team building intergroup development appreciate inquiry

What are the five individual sources of resistance?

Habit Security Economic factors Fear of the unknown Selective information processing

What are the five forces for change?

Nature of the workforce Technology Economic shocks Competition Social trends World politics

What are the three approaches to managing organizational change?

Lewin's Three-Step Model of Change Kotter's Eight-Step Model of the Change Process Organizational Development

Stress

A dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what is desired and for which the outcome is perceived to be both uncertain and important Stress is typically associated with demands (responsibilities, pressures, obligations, and uncertainties individuals face in the workplace) and resources (things within an individual's control that he can use to resolve the demands).

Innovation

A new idea applied to initiating or improving a product, process, or service Sources of innovation include: Structure Culture Human resources Innovation is a new idea applied to the beginning or improvement of a product, process, or service. Innovations can range from small incremental improvements to radical breakthroughs. Organizations can seek innovation through changing structure, creating a culture of creativity, or hiring an innovative workforce.

Organizational development

A collection of change methods that try to improve organizational effectiveness and employee well-being Based on humanistic-democratic values Respect for people Trust and support Power equalization Confrontation Participation

Intergroup Development

Change attitudes, stereotypes, and perceptions Intergroup development is an organizational development tool that attempts to change the attitudes, stereotypes, and perceptions that groups may have of each other.

What are the eight methods for overcoming resistance to change?

Education and communication Participation Building support and commitment Developing positive relationships Implementing changes fairly Manipulation Selecting people who accept change Coercion When managers face resistance to change, there are some useful tactics they can utilize to help people overcome it. These tactics include education and communication, getting people to participate in the process, and building support and commitment. It can also include developing positive relationships and being sure to implement the change fairly by applying a consistent and fair process, using manipulation to spin the message on order to gain cooperation, or selecting people from the beginning who are more willing to accept change. Finally, a manager can resort to coercion, using direct threats and force to make people change. This is not often a good option.

What are the six ways to manage organizational stress?

Employee selection Training Goal-setting programs Job redesign Organizational communication Wellness programs

Potter's Eight Step Plan

Establish a sense of urgency. Form a coalition. Create a new vision. Communicate the vision. Empower others by removing barriers. Create and reward short-term "wins." Consolidate, reassess, and adjust. Reinforce the changes.

Survey Feedback

Gathering data and acting on it The first technique is the survey feedback approach where the organization will use a questionnaire to identify discrepancies among member perceptions and then follow up with discussions and plans for improvement.

What are the two types of stress?

Hinderance Stress challenge Stress

Unfreezing the Status Quo

In the unfreezing stage, Lewin identifies driving and restraining forces. Driving forces are those that direct behavior away from the status quo. Restraining forces are those that hinder movement from the existing equilibrium.

Team Building

Increase trust and openness The third technique is engaging in team building tools to increase trust and openness through increased interactions.

What are the two types of sources of resistance?

Individual and Organizational

What three things should you keep in mind about managing change?

Organizations and their members tend to resist change It is unlikely that any one approach to managing change is best in every situation Change is often stressful, but not all stress is harmful

What can cause resistance to change?

People tend to resist change, even in the face of evidence of its benefits Can be positive if it leads to open discussion and debate Remember, not all change is good Change agents need to carefully think through the implications

What are the three consequences of stress?

Physiological symptoms Psychological symptoms Behavioral symptoms

What are the five organizational sources of resistance?

Structural inertia Limited focus of change Group inertia Threat to expertise Threat to established power relationships and resource allocations

What are the four ways to manage individual stress?

Time management Physical activity Relaxation techniques Social support network

Process Consultation

Using outside consultants Process consultation is the second technique. This method involves a consultant who gives clients some insight into what is happening in the organization and helps to identify a process for improvement.

Implications for managers

You are a change agent for your organization. The decisions that you make and your role-modeling will help shape the organization's change culture. Your management policies and practices will determine the degree to which the organization learns and adapts to changing environmental factors. Some stress is good. Change is inevitable, especially in today's market, so it is critical for managers to have the skill set to deal with it as it impacts every aspect of organizational behavior. If an organization is to remain competitive, they must learn to operate in a changing environment. Managers must take on the role of change agents and be the champions for innovation. You can help reduce harmful workplace stress for you and any employees you supervise by accurately matching workloads to employees, providing employees with stress-coping resources, and responding to their concerns. You can identify extreme stress when performance declines, employee turnover increases, health-related absenteeism increases, and engagement declines. Stay alert for early indicators and be proactive.

Challenge Stress

associated with workload, pressure to complete tasks, and time urgency Can be positive

Hindrance Stress

comes from obstacles to achieving goals Mostly negative