Chapter 8
Planned
Change
Murphy
(1999)
suggests
that
“change is
inevitable,
but growth
is optional.”
A fundamental
difference in
management and
leadership is that
managers continue
the status quo and
leaders embrace
change.
Types of Change
Planned change
Unplanned change or
change by drift
Socialization or
indoctrination change
Reactive or systems
change
Intrapersonal change
Developmental or
maturational change
Change Agents
Persons skilled
in the theory
and
implementation
of planned
change
Regardless of
the type of
change, all
major change
brings feelings
of achievement,
loss, pride, and
stress.
Planned change,
in contrast to
accidental change
or change by drift,
is change that
results from a wellthought-out and
deliberate effort to
make something
happen.
3 Good Reasons for Change
1. Change to solve
some problem.
2. Change to make
work more
procedures more
efficient.
3. Change to reduce
unnecessary
workload.
Lewin (1951) identified several rules that
should be followed in implementing change:
1. Change should only be
implemented for good
reason.
2. Change should always be
gradual.
3. All change should be
planned, and not
sporadic or sudden.
4. All individuals who may
be affected by the
change should be
involved in planning for
the change.
Driving and Restraining Forces
Goal: Return to School
Forces driving to reach
the goal
Forces restraining from
reaching the goal
Opportunity for advancement
Low energy level
Status, social gratification
Limited financial resources
Enhanced self-esteem
Unreliable transportation
Family supportive of efforts
Time with family already
limited
Pay increase
Three Phases of Planned
Change (Lewin, 1951)
1. Unfreezing
2. Movement
3. Refreezing
Change Agent Strategies
(Bennis et al, 1969)
Rational–empirical
Normative–reeducative
Power–coercive
Resistance: The natural and
expected response to change
Degree of resistance for each
individual depends on four
things:
1. Their flexibility to change
2. Their evaluation of the
immediate situation
3. The anticipated consequences
of the change
4. Their perceptions of what
they have to lose and gain
—Silber (1993)
Ten Emotional Phases of the
Change Process
1. Equilibrium
2. Denial
3. Anger
4. Bargaining
5. Chaos
6. Depression
7. Resignation
8. Openness
9. Readiness
10.Reemergence
(Adapted from Perlman &
Takacs, 1990).
Bushy and Kamphuis
(1993), building on that
work of Rodgers
(1983), identified six
behavioral patterns
commonly seen in
response to change:
innovators, early
adapters, early
majority, late majority,
laggards, and rejectors.
Pesut (2000)
classifies
individuals as
either crusaders
or tradition
bearers in
response to
their propensity
to seek change.
Perhaps the greatest
factor contributing to
the resistance
encountered with
change is a lack of
trust between the
employee and the
manager or the
employee and the
organization.
Whenever
possible, all
those who may
be affected by
a change
should be
involved in
planning for
that change.
When
information and
decision making
are shared,
subordinates
feel that they
have played a
valuable role in
the change.
Porter-O’Grady
(2003) suggests
that the
manager’s
behavior is the
single most
important factor
in how people in
the organization
accept change.
Stages of Organizational Development
Birth
Youth
Maturity
Aging
Gardner (1990) states:
The only way
to conserve
an
organization is
to keep it
changing.
“The significant problems
we face cannot be solved
at the same level of
thinking we were
at when we
created them.”
—Albert Einstein