Objectives:
•
Define ‘organizational change’.
•
Describe common change strategies.
•
Review issues surrounding ‘resistance’ to change.
•
Outline methods for successsful change.
•
Consider ‘stress’ and ‘change’ in organizations.
Schermerhorn; Ch. 19
1
Successful ongoing change is essential to
organizations
Schermerhorn; Ch. 19
2
•
Types of change
Radical Change
Incremental Change
Unplanned Change
Planned Change
Schermerhorn; Ch. 19
3
Terms:
Change Agent: the people who lead and support
the change process
Innovation:
the process of creating new ideas and
putting them into practice
Schermerhorn; Ch. 19
4
Forces of Change
• Environment
Economic
Regulatory
Health Factors
Legal
Personnel
Technology
Schermerhorn; Ch. 19
5
Purpose
Clarify or create
mission & objectives
Objectives
Set or modify specific
performance targets
Strategy
Clarify or create
strategic &
operational plans
Technology
Improve equipment
facilities, & work
flows
Change
Targets
Culture
Clarify or create core
beliefs and values
Structure Update
organizational design
& coordination
mechanisms
Tasks
Update job designs
for individuals &
groups
People
Update recruiting &
selection practices;
training, development
Schermerhorn; Ch. 19
6
•
Phases
Kurt Lewin
Unfreezing = the stage at which a situation is
prepared for change
Changing
= taking action
Refreezing = the stage at where changes are
reinforced and stabilized
Schermerhorn; Ch. 19
7
Power Base
Change
Strategy
Change Agent
Behavior
Predicted
Outcomes
Rewards
Punishment
Legitimacy
ForceCoercion
Unilateral action;
Command
Temporary
Compliance
Expertise
Rational
Persuasion
Rational
persuasion;
Expert testimony
Demonstration
projects
Long-term
internalization
Reference
Shared
powers
Empowerment;
Participative
decisions
Long-term
internalizatoin
Schermerhorn; Ch. 19
8
•
Why do people resist change?
Schermerhorn; Ch. 19
9
•
Why do people resist change?
Fear of the unknown
Lack of good information
Fear for loss of security
No reasons to change
Fear for loss of power
Lack of resources
Bad timing
Schermerhorn; Ch. 19
10
Criteria for successful changes:
Benefit: The change should have a clear relative advantage for
the people being asked to change; it should be perceived as ‘a
better way’
Compatibility: The change should be as compatible as
possible with the existing values and experiences of the people
being asked to change
Complexity: The change should be no more complex than
necessary; it must be as easy as possible for people to
understand and use
Triability: The change should be something that people can
try on a step-by-step basis and make adjustments as things
progress
Schermerhorn; Ch. 19
11
Methods for dealing with resistance to change:
Education & Communication
Use When:
People lack information or have inaccurate information
Advantages:
Creates willingness to help with change
Disadvantages: Time consuming
Schermerhorn; Ch. 19
12
Methods for dealing with resistance to change:
Participation & Involvement
Use When:
Other people have important information and/or power to
resist
Advantages:
Adds information to change planning; builds commitment
to the change
Disadvantages: Time consuming
Schermerhorn; Ch. 19
13
Methods for dealing with resistance to change:
Facilitation & Support
Use When:
Resistance traces to resource or adjustment problems
Advantages:
Satisfies directly specific resources or adjustment needs
Disadvantages: Time consuming & may be expensive
Schermerhorn; Ch. 19
14
Methods for dealing with resistance to change:
Negotiation & Agreement
Use When:
A person or group will ‘lose’ something because of the
change
Advantages:
Helps avoid major resistance
Disadvantages: May be expensive
Can lead others to seek similar ‘deals’
Schermerhorn; Ch. 19
15
Methods for dealing with resistance to change:
Manipulation & Cooptation
Use When:
Other methods don’t work or are too expensive
Advantages:
Can be quick and inexpensive
Disadvantages: Can create future problems if people sense manipulation
Schermerhorn; Ch. 19
16
Methods for dealing with resistance to change:
Explicit & implicit coercion
Use When:
Speed important and change agent has power
Advantages:
Quick; overpowers resistance
Disadvantages: Risky if people get ‘mad’
Schermerhorn; Ch. 19
17
‘Change is stressful’
Schermerhorn; Ch. 19
18
Involve your leaders
Schermerhorn; Ch. 19
19
Resistance to change should:
• be expected
• not be feared
• is a source of feedback than can
improve change effort
Schermerhorn; Ch. 19
20