Chapter 11
INDIVIDUAL AND
ORGANIZATIONAL
CHANGE
McGraw-Hill/Irwin 2010
Modified by Jackie Kroening 2011
Change as a Fact of Life
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The only thing that doesn’t change is
CHANGE.
Change is a reality we all live with.
The two types of change are emotional
personal change and necessary, planned
change.
Coping plans are essential when changes
affect one’s life.
Coping means being able to deal with change
and its effects without allowing them to injure
you emotionally.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Major Life Changes
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Parts taken from Human Relations 4ed
Loss
Separation
Relocation
A change in relationship
A change in direction
A change in health
Personal growth
Modified by Jackie Kroening 2011
The Seven Major Life Changes
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The Holmes–Rahe Readjustment Scale tool
measures the relative impact of different
kinds of changes.
Characteristics of the seven major life
changes:
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They happen to everyone.
Most seem to happen without control.
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** Each change has its own ripple effect.
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People feel the results of change before, during,
and after the event.
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Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Major Life Changes
Seven Stages of Personal Change
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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** Emotional standstill
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Accompanied by shock.
Shock bring a gap between rational
thinking and emotions.
An element of shock exists even if an
event is expected.
The reality of the event produces a
different mental state.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Denial
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Although the minds can accept a major change,
people often continue to deny it emotionally.
Denial can take many different forms.
The mind keeps the sufferer from accepting
reality.
The denial period lasts for a few weeks or
months.
The longer the period lasts, the longer it takes to
move through the healing process.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Anger
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Some form of anger usually replaces the
emotional vacuum left by denial.
It usually contains a feeling of
helplessness.
Anger should be expressed in a way that
will not harm others.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Helplessness
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The individual tries but still fails to move
forward, thereby continuing to suffer.
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** The individual makes the mistake of
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either sharing too much emotion with
others or retreating into isolation.
To move through this stage effectively, the
individual must be aware that one should
not enter into other’s sorrow.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Bottoming out
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Bottoming out means releasing the thoughts,
tensions, memories, and emotions that force one
to hold on to the past.
At this stage, it becomes possible to let go of the
emotional burden.
The step is gradual.
The shock, denial, and anger become memories.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Experimenting
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Once a person bottoms out, the recovery
begins.
Normal curiosities and desires come back
and new experiences become evident.
Emotions left over for other people and
projects are not all consumed by the
recovery.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Completion
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Also called rebirth.
Indicates that the cycle is complete.
The event becomes a part of active
memory that can be thought about without
undue pain.
Regression often takes place even in the
best of mending cycles, and is normal.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Seven Stages of Personal Change
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Knowing the seven steps can help one
ensure that emotional recovery is
important and normal.
It can also help one understand what is
happening, to evaluate progress.
A personal change can affect one’s selfesteem.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Organizational change is a change that
a group of people must learn to accept
and implement.
Change is a necessary part of doing
business.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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The Lewin Change model – A
workplace model with three steps:
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Unfreezing the status quo.
Making changes.
Refreezing to the previous work mode.
Unfreezing
Refreezing
Movement or
Transition
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Unfreezing
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In any group change process, people’s
habits, attitudes, and positions usually
have to change to adjust.
On a structural level, redesigning the
organization could be the focus of the
change effort.
Fear in some form is nearly always one of
the major obstacles.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Moving to another condition
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Actual changes are made.
On the structural level, it could include changes in
organizational relationships, reward systems, or
reporting relationships.
Refreezing
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This final step is relatively secure against change.
The company must ensure that the new behaviors
become new norms or standards on the job.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Current criticism of Lewin’s model
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Refreezing is not a realistic concept.
In today’s business world, taking the time
to refreeze would hinder progress.
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** The refreezing step is unrealistic when
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environmental and technological changes
are everyday realities.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Organizational Change
Restraining
Forces
Desired
State
Status
Quo
Driving
Forces
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Force field analysis
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The status quo between the driving forces and the
restraining forces.
The driving forces try to take over and change the
status quo; the restraining forces try to defend it.
The task is either to build up the driving forces or
to decrease the restraining forces.
If driving and restraining forces are equal in
strength, no change will take place.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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Force field analysis is positive in three
ways:
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It gets the changers to plan for change.
It allows for a close look at the forces likely
to restrain.
Analysis of the restraining forces keeps
conflict from beginning.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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The Logical Incrementalism model
acknowledges that bringing about
changes in a large organization is
usually time-consuming and
complicated.
This model addresses change at the
individual and corporate levels.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Models of Organizational Change
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The five stages of logical incrementalism are:
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General concern, a vague feeling or awareness of
a threat or opportunity.
Broadcasting a general concern or idea without
details (trial balloon).
Development of a formal plan for change: the new
idea is outlined.
Using an opportunity or crisis to begin the change
plan.
Ongoing adaptation of the plan.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Why Employees Resist Change
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People resist change due to the
following:
 ** Hearing only what they want or expect
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to hear.
Fear of the unknown.
Fear of loss.
Resentment of the change agent.
Belief that the change is wrong.
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** Rebellion against the speed of change.
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(To fast or to slow (sluggish))
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
The Japanese Approach
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Characteristics of the Japanese approach to
change
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Japanese managers get employees involved with
the change process.
They spend hours studying the problem,
examining solutions, and analyzing possible
results.
** Japanese companies have few layers of
management (4 layers or less)
Most companies don’t blame the employees, if a
problem arises. They blame the process, the
system, or the management.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Organizational Development (OD)
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** OD is a planned, companywide, systematic
method of achieving change in an
organization.
The OD change agent specializes in planned
changes.
** Training tools called OD interventions are
used to teach members of the organization
how to solve problems they face.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Organizational Development (OD)
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Ideals of OD
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Parts taken from Human Relations 4ed
Participative operations
Equality
Respect for others
Confrontation
Trust and mutual support
Modified by Jackie Kroening 2011
Organizational Development (OD)
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OD is often used as a tool for empowerment.
Empowered employees feel in control of their
contributions.
OD interventions make employees more
comfortable and help them accept the new
position that empowerment gives them.
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011
Cisco Culture Change Plan
Parts taken from Human Relations 4ed
Modified by Jackie Kroening 2011