Change and Knowledge Management: 1 Prof - Madhvi Mishra, Aiems

CHANGE AND KNOWLEDGE MANAGEMENT
Prof.MADHVI MISHRA,AIeMS
WHAT IS CHANGE?
Change is considered with making things different. Change intervention is a planned action to make things different. The person or persons who act as catalysts and assume the responsibility for managing the change process is the change agent.
Prof.MADHVI MISHRA,AIeMS 2
Defn of CHANGE
Change is defined as to make or become different, give or begin to have a different form. Change also means dissatisfaction with the old and belief in the new.
WHY CHANGE ?
To survive and eventually prosper, an organization must monitor its external environment and align itself with changes that occur, or tend to occur. Change takes place on three levels:
Self
Team or organization The larger system
Contd,
The self, the team or the (small) organization and the wider system that surrounds the team or the small organization or the organizational unit depending on how the borders are defined. In a process, change needs to be facilitated on all three levels to become sustainable.
Contd,
Simply managing change is insufficient. Successful change requires leadership. The old saying, You can lead a horse to water, but you cant make it drink. Eight step model to implement change by John P.Kotter 1. Establish a sense of urgency 2. Obtain management & peer backing 3. Create a vision for change 4. Communicate the vision Prof.MADHVI MISHRA,AIeMS 6
Contd,
5. 6. 7. 8. Empower employees to implement change Establish short term goals Encourage additional changes Reinforce changes made as permanent.
WHAT ARE THE CAUSES OF CHANGE a. b. c. d. e. f. g. Mission Workload Political Environment Changes In Management Resources Technological.
DEALING WITH CHANGE

Change is an inevitable part of all organization. The world we live in is constantly changing and at an accelerated rate. Organizations and individuals must continually adapt to this changing environment by changing themselves or they will not survive. Some people accept and some people resist Prof.MADHVI MISHRA,AIeMS 9 change.
Phases of change
When change is introduced & there is an understanding that it will be implemented, we experience the following 1. Denial When things change, the first reaction is to deny it. 2. Bargaining & Negotiating when we perceive that the change dont go away, we still believe things worked better before the change & bargain for reinstating the old system. 3. Anger when we realize change is here to stay, and we can do nothing about it, we get angry.
HOW TO DEAL WITH CHANGE

Once change is communicated and implemented, we can play a part in reducing the effects on us by: 1. Accepting 2. Communicating share and communicate our feeling through which we get more information and fear can be reduced. 3. Planning where we were and where we want to be, how we are going to get there. Clarify goals and expectations, get feedback 11 from others. Prof.MADHVI MISHRA,AIeMS
REASONS to RESISTANCE for CHANGE
12
INDIVIDUAL RESISTANCE
The following are the five reasons why individuals may resist change:
1. Habit while going to college use the same route. 2. Security- threatens their feelings of safety 3. Economic Factors changes will lower ones income
specially when pay is closed tied with productivity
4. Fear Of The Unknown the experience of school to

college
5. Selective Information Processing:- Individuals

shape their world through their perceptions.
ORGANIZATIONAL RESISTENCE
1. Structural Inertia selection process. 2. Limited Focus Of Change Depts are interdependent, difficult
to change one without affecting others.
3. Group Inertia individuals want to change but group acts as

constraint. Union member.
4. Threat To Expertise decentralized personal computers, which

allow for managers to gain access to information directly from a company mainframe. It was resisted by centralized information depts.
14
ORGANIZATIONAL RESISTENCE
5. Threat To Establish Power Relationship redistribution
of decision making authority can threaten long-established power relationships within the organization.
6. Threat To Establish Resource Allocations Groups in

the organization that control sizable resources often see change as a threat. Reduction in their budget or cut in their staff size?
15
OVERCOMING RESISTENCE TO CHANGE

Six tactics have been suggested for use by change agents in dealing with resistance to change. 1. Education & Communication 2. Participation 3. Facilitation & Support counseling, training etc to reduce fear. 4. Negotiation 5. Manipulation & Co-optation Prof.MADHVI MISHRA,AIeMS 16 6. Coercion
PERSONAL CHANGE
Personal change is defined as means of improvement in an individuals life. It also helps in finding how to change. It aims at tapping the unlimited potential available in the individual.
17
PERSONAL CHANGE
18
UNDERSTANDING PERSONAL CHANGE

Personal change is a process of movement of an individual from current undesirable level to a desirable level of behavior to improve the organizational and individual effectiveness and efficiency.
By Oneself Personal Development (Change to desired behavior)
Individuals current undesirable behavior
Identified &
Desire to change
Personal Change
By assistance of others
PERSONAL CHANGE PROCESS

Step 1: PC starts with discovery, finding out more about yourself; how you do things, how you have been limiting your options. Discovery involves willingness to learn. Learning might be unexpected & surprising.
20
Contd...,
Step 2:
After discovery phase clearing phase starts which involves the process of realizing and rejecting the wrong answers which have become a part of us. Ex: The problem with getting angry inappropriately. The process of discovery helps realize that the anger really belonged with a specific incident 30 years ago. That would allow clearing undesirable responses now. Clearing is a key element in Personal Change. Prof.MADHVI MISHRA,AIeMS 21
Contd...,
Step 3: Clearing then leads to programming which is establishing useful ways of how to do things. That might involve the discovery of how things are being done and the creation of more powerful new methods. Once the Programming phase is over the phase of processing starts.
ELEMENTS / COMPONENTS OF PERSONAL CHANGE

1. 2. 3. 4. Self Awareness Self Analysis Self Esteem and Self Efficacy.
23
1.SELF-AWARENESS
1. 2. 3. 4. 5. 6. 7. 8. A self-aware person is one who: Is aware of ones strengths & limitations Has a clear idea of ones priorities: know what is imp Is aware of ones attitudes, values & beliefs: Values and beliefs are the primary causes of conflicts. Knows how ones behavior is affecting others Knows how others are affecting oneself. Is aware of ones feelings & emotions & how they affect oneself & others One is aware of his fears & anxieties & the defenses he usually employs to protect his sanity. One has relatively stable & strong self-image & is not unduly perturbedProf.MADHVI MISHRA,AIeMS about oneself. by what others say 24
Contd...,
SELF AWARENESS can be defined as the ability to perceive ones own existence, including ones own traits, feelings & behaviors. Self awareness helps in 1. Personal development through self-awareness 2. Skill development 3. Knowing your strengths and weaknesses 4. Developing intuitive decision-making skills 5. Stress
Contd...,
6. Motivation 7. Leadership 8. Practicing this management skill 9. Ask somebody 10. Questionnaires 11. Seek professional help
27
Contd...,
21st century leadership is based on emotional self-awareness Emotional Self-awareness is the key to increased personal & organizational performance. Johari Window explains Self awareness as an element of personal Change. Johari Window is a tool used for illustrating & improving self-awareness, & mutual understanding between individuals within a group.
Contd...,
Developed by Joseph Ingram in the 1950s, that, effective learning good interpersonal
Luft and Harry who recognised is facilitated by communication
29
Contd...,
Johari Window model is referred to as a disclosure / feedback model of self awareness and by some people an information processing tool. It represents information feelings, experience, views, attitudes, skills, intensions, motivation, etc within or about a person-in relation to their group, from four prospective, which are regions or areas or quadrants - open/ free area, blind area, hidden area, & unknown area.
Known by self
Unknown by self
Known by others
ARENA BLIND
CONCEALED / HIDDEN
Unknown by others
DARK / UNKNOWN
31
Johari Window four regions:
Contd...,
1. What is known by the person about him/himself & is also known by others open area, open self, free area, free self, or the arena. 2. What is unknown by the person about him/herself but which others know blind area, blind self, or blindspot. 3. What the person knows about him/herself that others do not know hidden area, hidden self, avoided area, avoided self, or faade. 4. What is unknown by the person about him/herself & is also unknown by others unknown area or unknown self.
JOHARI Window: An Interpersonal Communications Model

KNOWN TO ME UNKNOWN TO ME
KNOWN TO OTHERS
Public Arena Open
Blind spot Bad Unaccepted
UNKNOWN TO OTHERS
Hidden Avoided Private
Unknown Unconscious Not tried

33
JOHARI Window: An Interpersonal Communications Model

KNOWN TO ME Name Height Education/Dept Marks scored Bad habits Known fears Unshared secrets Jealousy UNKNOWN TO ME Bad breath Snoring Untidy table Short tempered
KNOWN TO OTHERS
UNKNOWN TO OTHERS
Potentials Unknown fears Untried methods Unseen places

34
When you share about yourself or self-disclose:

KNOWN TO OTHERS
Public Arena Open
UNKNOWN TO OTHERS
Hidden Avoided Private MISHRA,AIeMS Prof.MADHVI

35
When you share about yourself or self-disclose:

KNOWN TO OTHERS
Name Height Education/Dept Marks scored

Native place Parents Old friends
UNKNOWN TO OTHERS
Hidden Avoided Private MISHRA,AIeMS Prof.MADHVI

36
When you solicit or receive feedback & Improve

KNOWN TO ME UNKNOWN TO ME Name Height (Mouth Wash) Education/Dept Snoring (Organised Marks scored
KNOWN TO OTHERS
Native place Parents Old friends
Table) Short tempered
UNKNOWN TO OTHERS
Hidden Avoided Private

37
When you solicit or receive feedback and self-disclose:

KNOWN TO ME UNKNOWN TO ME Blind spot Bad Unaccepted
KNOWN TO OTHERS
Public Arena Open

Hidden Avoided Prof.MADHVI Private MISHRA,AIeMS
UNKNOWN TO OTHERS

38
When you acquire knowledge:

KNOWN TO OTHERS
Public Arena Open

Hidden Avoided Prof.MADHVI MISHRA,AIeMS Private
UNKNOWN TO OTHERS
Learn new things Like swimming
39
JOHARI Window : Ideal
KNOWN TO ME
UNKNOWN TO ME
KNOWN TO OTHERS
More Strengths More Comfort
Less weaknesses Free to interact
UNKNOWN TO OTHERS
Less avoidance Less fear

Known potentials, Increased Learning
40
MYERS BRIGGS TYPE INDICATOR (MBTI)

Psychological tool used for selfawareness. Myers Briggs classification means the person can begin to identify preference in behavior & how the individual is similar to & different from him/her.
Contd...,
The MBTI preferences indicate the differences in people that result from the following 1. Where they prefer to focus their attention & get energy (Extroversion or Introversion) 2. The way they prefer to take in information (Sensing or Intuition) 3. The way they prefer to make decisions (Thinking or Feeling) 4. How they orient themselves to the external world-with a judging process or a perceiving process (Judging or Perceiving) There is no right or wrong to these preferences. Each identifies normal & valuable human behaviors.
The MBTI model is useful for: 1. Understanding & developing yourself 2. Understanding & developing others 3. Understanding what motivates others 4. Understanding others strengths & weaknesses 5. Working in teams-by ensuring that all relevant necessary capabilities are represented in the team 6. Allocating & agreeing tasks & project responsibilities 7. Agreeing roles & development with others & for oneself. Prof.MADHVI MISHRA,AIeMS 43
Contd...,
(E) Extraversion Or Introversion
(I)
The focus or direction or orientation of our behavior outward or inward How we gather information
Attitude or orientation
(S)
Sensing
Or
Nituition
(N)
Function (Jungian Irrational or MB Perceiving) Function (Jungain Rational or MB Judging) Myers Briggs added dimension equating to Jungs Irrational & Rational
44
(T)
Thinking
Or
Feeling
(F)
How we decide
(J)
Judging
Or
Perceiving
(P)
How we react to the world do prefer to make decisions or keep open to options (& also which middle Functions do we favour)
Four MBTI Dichotomies
45
Four MBTI Dichotomies

Extraversion Introversion E - I Dichotomy
Sensing Intuition S - N Dichotomy Thinking Feeling T - F Dichotomy Judging Perceiving J - P Dichotomy
Where do you prefer to focus your attention and get your energy? How do you prefer to take in information?
How do you make decisions? How do you deal with the outer world?
46
SL. Aspects Characteristics No Source of energy 1 Extroversion (E) Outgoing; speak, then thinks. Relates More easily to the outer world of people and things, than to the inner world of ideas. 2 Introversion (I) Reflective; thinks, then speaks. Relates more easily to the inner world of ideas than to the outer world of people Collection of Information 3 Sensing (S) Practical, concrete. Would work with known facts than look for possibilities and relationship. 4 Intuiting(I) Theoretical, abstract. Would look for possibilities and relationships than work with known facts.
SL. Aspects Characteristics No Decision Making 5 Thinking (T) Analytical (Head). Relies more on interpersonal analysis and logic than on personal values 6 Feeling(F) Subjective (heart). Relies more on personal values than on impersonal analysis and logic. Understanding the world 7 Judging (J) Structured, organized. Liked a planned and orderly and orderly way of life rather than a flexible, spontaneous way 8 Perceiving Flexible, spontaneous. Likes a flexible, (P) spontaneous way rather than a planned and orderly way of life.
Sixteen Personality types are 1. ISTJ The dominant quality in their lives is an abiding sense of responsibility for doing what needs to be done in the here & now. 2. ISTP For them, the driving force in their lives is to understand how things & phenomena in the real world work so that they can make the best & most effective use of them. 3. ESTP For these individuals the dominant quality in their lives is their enthusiastic attention to the outer world of hands on & real life experiences. 4. ESTJ the driving force in their lives is their need to analyze & bring into logical order the outer world of events, people & things. 5. ISFJ the dominant quality in their lives is an abiding respect & sense of personal resp for doing what need to be done in the here & now. 6. ISFP They have a dominant quality which is deep felt caring, for living things, combined with a quietly playful & sometimes adventurous approach to life & all its experiences. 7. ESFP For them the dominant quality in their lives is their enthusiastic attention to the outer world of hands on & real life experiences.
Contd,
Contd,
8. 9. 10. 11. 12. ESFJ active & intense caring about people & a strong desire to bring harmony in their relationships. INFJ is their attention to the inner world of possibilities, ideas & symbols. INFP is a deep felt caring & idealism about people. ENFP is their attention to the outer world of possibilities; they are exited by continuous involvement in anything new. ENFJ is an active & intense caring about people & a strong desire to bring harmony into their relationships. INTJ is their attention to the inner world of possibilities, symbols, abstractions, images & thoughts. INTP is to understand what ever phenomenon is the focus of their attention. ENTP is their excitement in continuous involvement in anything new, whether it be ideas, people or activities. ENTJ is their need to analyze & bring into logical order the outer world of events, people, & things.
13.
14. 15. 16.
E I Dichotomy: Source of Energy

Most people who prefer Extraversion
Most people who prefer Introversion
Prefer action over reflection

May act quickly w/out thinking
Prefer reflection over action

May not take action at all
Are attuned to external environments Prefer to communicate by talking Learn best through doing or discussing Are sociable and expressive Enjoy working in groups
Are attuned to inner world Prefer to communicate in writing Learn best through thorough mental practice and reflection Are private and contained Enjoy working alone or in pairs
51
What is your E I preference?

When you are going to a large party, what do you do? What do you consider a large party or group?
52
S N Dichotomy: Take in Information

Most people who prefer Sensing Most people who prefer Intuition
Emphasize the pragmatic Prefer facts & details/ specific information Are oriented to present realities Value realism Observe and remember specifics through 5 senses Build carefully and thoroughly to conclusions Trust experience
Emphasize the theoretical Prefer general concepts/ high-level plans Are oriented to future possibilities Value imagination See trends and patterns in specific data Use a sixth sense Move quickly to conclusions, follow hunches Trust inspiration
53
What is your S-N preference?

How did you decide whom to support?
54
T F Dichotomy: Decision Making

Most people who prefer Thinking Most people who prefer Feeling
Are analytical Use cause-and-effect reasoning Solve problems with logic Strive for objective standard of truth Described as reasonable Search for flaws in an argument Fair want everyone treated equally
Empathetic Guided by personal values Assess impact of decisions on people Strive for harmony and positive interactions Described as compassionate Search for point of agreement in an argument Fair want everyone treated as an individual
55
What is your T-F Preference?

Little League Coach for the championship game and you can only take 11 of 13 players to the game
What do you do? How do you choose?
56
J P Dichotomy: Lifestyle
Most people who prefer Judging Most people who prefer Perceiving
Are scheduled/organized Strive to finish one project before starting another Like to have things decided
May decide things too quickly
Are spontaneous/flexible Start many projects but may have trouble finishing them Like things loose and open to change
May decide things too slowly
Try to avoid last-minute stresses; finish tasks well before deadline Try to limit surprises See routines as effective
Feel energized by lastminute pressures; finish tasks at the deadline Enjoy surprises See routines as limiting
57
What is your J-P Preference?

Sending you on a vacation $5,000 What do you do? How do you go about it?
58
2. SELF ANALYSIS
Personal change begins with analyzing oneself. Self analysis has to do with a personal SWOT analysis. Self analysis helps a person in understanding: Whether or not one has a suitable aptitude for a given job. Whether or not one is capable of handling the various roles and responsibilities one has accepted. What motivates and what drains ones energy.
Contd...,
Whether one brings out the best in others or the worst in others. Who in the environment be it a personal or official capacity brings out the best in oneself and who brings out the worst in oneself? Ones stress tolerance potential. Whether one is doing the work that is meaningful to himself / herself, others around him/her, his/her organization and community. An important aspect of self analysis is to examine whether one has meaningful relationships with others & to move away from relationships that are not fulfilling.
Contd...,
Exercise on self analysis blank sheet of paper start answering the following questions. Ones current and previous jobs, including any voluntary work Ones interest outside work and extracurricular activities Ones course and Any other significant experiences, in life.
Ask Oneself : 1. Why did I choose the course, job, experience? 2. Which parts of this experience did I really enjoy? 3. Which parts did I find frustrating or boring? 4. Which bits was I best at? 5. Which bits did I find a struggle? 6. What have other people said about my contribution in this job, course, and experience? 7. What do others consider I am good at? (Ask them)
Contd...,
Contd...,
It tells us about the sorts of skills one feels most comfortable using, the sort of environment one performs best in and the types of people with whom one enjoys working.
63
3. SELF ESTEEM
Self-esteem or self-worth is defined as a persons self-image at an emotional level; circumventing reason & logic. According to Hellriegel, Slocum & Woodman defined Self esteem as the result of an individuals continuing evaluation of himself or herself. According to Rosenbergs described it as a favorable or unfavorable attitude toward the self.
Contd,
Factors determining ones self esteem: build an image of oneself through ones experiences with different people & activities. experience during childhood, - ones successes & failures, - how we were treated by the members of ones immediate family, teachers, coaches, religious authorities, & by ones peers, all contributes to the creation of ones basic self esteem.
Contd,
Nature of Low Self-Esteemed Person & Healthy Self Esteemed Person - People with low self-esteem often rely on how they are doing in the present to determine how they feel about themselves. They need +ve external experiences to counteract the ve feelings & thoughts that constantly plague them. Even them the good feeling can be temporary. - People with healthy self esteem are able to assess oneself accurately. They will be able to realistically acknowledge ones strengths & limitations & at the same time accepting oneself as worthy & worthwhile without conditions or reservations.
66
Contd,
Causes for healthy & low self esteem

CAUSES FOR LOW SELF ESTEEM
CAUSES FOR HEALTHY SELFESTEEM
Childhood experiences that include being praised Being listened to Being spoken to respectfully Getting attention & hugs Experiencing success in sports or school Having trustworthy friends.
Childhood experiences that include being yelled at, or beaten Being ignored Teased Being expected to be perfect all the time Experiencing failures in sports or school Being harshly criticized
67
Contd,
Facets of Low self-Esteem

It is not so easy to recognize low self esteem The three common faces that low self esteem may wear are The Impostor pretends to be happy & successful Lives with a constant fear that he or she will be found out Needs continuous successes to maintain the mask of +ve self esteem
The Rebel acts against the opinions or good will of othersespecially people who are important or powerful-dont matter. - Lives with constant anger about not feeling good enough - Continuously needs to prove that others judgments & criticisms dont hurt
Contd,
The Loser acts helpless & unable to cope with the world & waits for someone to come to the rescue. - Uses self-pity or indifference as a shield against fear of taking responsibility for changing his or her life. - Looks constantly to others for guidance, which can lead to such problems as lacking assertiveness skills, underachievement, & excessive reliance on others in relationships.
69
Contd,
Consequences of Low Self Esteem
It can create anxiety, stree, loneliness & increased likelihood for depression It can cause problems with friendships & relationships. It can seriously impair academic & job performance. It can lead to underachievement & increased vulnerability to drug & alcohol abuse. It reinforces the ve self image & can take a person into downward spiral of lower & lower self-esteem & increasingly non-productive or even actively selfdestructive behavior.
Contd,
Measures to overcome Low self-esteem:
First believe that one can change, and should be willing to change. There are three steps one can take to begin to change ones selfesteem: Step 1: Rebut the Inner Critic challenge the ve messages of the critical inner voice. I failed the class test. I dont understand anything in class. I shouldnt be taking this course. Rebut the critic by saying I did poorly on this one test, but Ive done O.K. on all the assignments. There are some things here that I dont understand as well as I thought I did.
Contd, Step 2: Practice Self-Nurturing treat oneself as a worthwhile person, caring for oneself in ways that shows that one is valuable, component, deserving & lovable.
Components to self-nurturing:
- Practice Basic Self-Care: enough sleep, healthy food, regular exercise - Plan Fun & Relaxing Things for yourself - Reward Yourself for Your Accomplishment - Remind Yourself of Your Strengths & Achievements keep file of certificates & awards where you can see them. - Forgive Yourself When You Dont Do All Youd Hoped - Self-Nurture Even When You Dont Feel You Deserve It: Fake it until you can make it.
Contd,
Step 3: Get Help from Others - Ask for support from Friends - Get help from Teachers & Other Helpers - Talk to a Therapist or Counselor
73
4. SELF-EFFICACY
According to Albert Bandura, self-efficacy refers to an individuals sense of competence or ability in general or in particular domains.
74
ORGANIZATIONAL ROLES
Personal change has a direct impact in an Organization & the roles that individuals play. In a social system an organization has roles with expectations that require individuals to perform certain tasks called job duties. Discharge of duties. People must be attracted not only to the organization but also to remain in it. People must perform the task for which they are hired, and must do so in a dependable manner and People must go beyond the dependable role performance & engage in creative, spontaneous & innovative behaviour at work. The organizational structure & Individual characteristics need to be matched to become effective. This matching leads to Prof.MADHVI MISHRA,AIeMS in the organization. the evolving of a Role 75
Contd,
The organization structure consists of - Work Structure, Status Structure, Authority Structure, Individual Characteristics like Interest, Attitudes, Needs. There are TWO Role Systems - Role Space each individuals plays several roles like daughter, mother, sales person, member of a club & so on. - Role Set is a pattern of interrelationship between one role among many others. Role is a convergence region between the individual & the organization. What is given in a organization chart is the position & when the individual occupies a position, it becomes a role.
It has been defined as a set of Behaviours enacted by a person as a result of his occupying a certain position in 76 the organization. Prof.MADHVI MISHRA,AIeMS
Making organizational roles effective

Role effectiveness depends on: Having high role efficacy on the part of the role occupant and By developing a style & strategy to cope with the Role Conflict or stress.
Role Efficacy: The performance of a person working in an organization depends on his own potential effectiveness, technical competence, managerial experience etc as well as on the design of the role that he performs in an organization. Its the integration of the two (the person and the role) that ensures a persons effectiveness. Role efficacy can be seen as the psychological factor underlying role effectiveness.
Role Efficacy and Effectiveness: Research shows that persons with high role efficacy seem to experience less role stress, anxiety and work-related tension. They rely on their own strengths to cope with problems, use more purposeful behaviour, are active and interactive with people & the environment, show growth orientation, attitudinal commitment and positive approach behaviour. Aspects of Role Efficacy: According to Udai Pareek role efficacy has several aspects. The more aspects there are the higher is the efficacy. He classified them into 3 groups or dimensions DIMENSION 1: ROLE MAKING 1. Self-role integration : Every person has strength, experience, technical training, special skills. When this role provides him with greater opportunity for using such spl strength, his role efficacy is likely to be higher. This is Prof.MADHVI 78 called self-role integration. MISHRA,AIeMS
Contd..,
Contd..,
2. Proactivity : Reactive behaviour (responding to the expectations of other) helps a person to be effective to some extent but Proactivity (taking the initiative rather than only responding to others expectations) contributes much more to efficacy. If a person likes to take initiative but if he don get any opportunity in his role than the efficacy will be low. 3. Creativity : An opportunity to be creative and try new and unconventional ways of solving problems also enhance efficacy. 4. Confrontation : When people facing interpersonal problems sit down and talk about them and search out solutions, their efficacy is likely to be higher compared to situations where they either deny having such problems or refer them to the higher officers.
DIMENSION 2: ROLE CENTERING
Contd..,
5. Centrality : If a person feels that the role he occupies is central to the organization, his role efficacy is likely to be high. If people feel that their roles are peripheral i.e., not very important, their potential effectiveness will be low. Ex: Ward boys and attendants in hospital
6. Influence: The more influence a person is able to exercise in his role, the higher its efficacy is likely to be. 7. Personal growth : the perception that the role provides the individual with an opportunity to grow and develop creates high efficacy.
Contd..,
DIMENSION 3: ROLE LINKING 8. Inter-role linkage : Linking ones role with others in the organization increases efficacy. If there is a joint effort to understand problems, find solutions, etc., efficacy of the various roles is likely to be high. 9. Helping relationships: If person performing perticular role feels that he can get help from some source in the organization whenever the need arises, he is likely to have higher role efficacy. 10. Super ordination : When a person performing a particular role feels that what he does is likely to be of value to larger groups, his efficacy is likely to be high.
81
Contd..,
Role Conflict / Stress and Effectiveness The concept of role and the two role systems, role space and role set have a built in potential for conflict and stress. Role conflict : Different expectations or demands from the role senders, on a person at work produce role conflict. Role Ambiguity : occurs when an employee is uncertain about assigned job duties and responsibilities. Role conflict and role ambiguity are particularly significant source of job-related stress. Role stress : Having responsibility for the behaviour of others and lack of opportunity to participate in decision making which affects the role occupant creates, role stress.
82
Strategies to deal with role conflict and stress: 1. ROLE SPACE CONFLICTS: Role space is a dynamic relationship between the various roles an individual occupies and his self. It has three main variables: self, the role under question, & the other roles he occupies. Any conflicts among these are referred to as role space conflict or stress. These conflicts may take several forms : i. Self-Role distance : This stress arise out of the conflict between the self-concept and the expectations from the role, as perceived by the role occupant. Solution is role integration. ii. Intra-role conflict : incompatibility between the different expectations. Role linkage by using creativity is a solution. iii. Role Stagnation : during promotion, when one person will be promoted he feels it difficult to shift his role from one level to another level. Stress arises. Solution is role transition. iv. Inter-role distance : occupies more than one role than the Prof.MADHVI 83 conflicts arise. Solution : role MISHRA,AIeMS negotiation
Contd..,
Contd..,
2. ROLE SET CONFLICTS: The role set conflict consists, of important persons who have varying expectations from the role that an individual occupies. The conflicts which arise as a result of incompatibility among these expectations by the significant others (& by the individual himself) are referred to as role set conflicts. These conflicts take the forms mentioned below: i. Role ambiguity: When an individual is not clear about the various expectations that people have from his role, he faces role ambiguity. Its due to lack of information available to a role occupant, or his lack of understanding of the cues available to him.
ii. Role Overload:

Contd..,
iii. Role erosion : is the individuals subjective feeling that some important expectations that he has from a role are shared by other roles. iv. Resource inadequacy: v. Personal inadequacy :
vi. Role Isolation: arise when there is a gap between the

existing & desired linkages.

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CHANGE AND KNOWLEDGE MANAGEMENT

DEALING WITH CHANGE

HOW TO DEAL WITH CHANGE

REASONS to RESISTANCE for CHANGE

4. Fear Of The Unknown the experience of school to

5. Selective Information Processing:- Individuals

3. Group Inertia individuals want to change but group acts as

4. Threat To Expertise decentralized personal computers, which

6. Threat To Establish Resource Allocations Groups in

OVERCOMING RESISTENCE TO CHANGE

UNDERSTANDING PERSONAL CHANGE

Individuals current undesirable behavior

PERSONAL CHANGE PROCESS

ELEMENTS / COMPONENTS OF PERSONAL CHANGE

Luft and Harry who recognised is facilitated by communication

Johari Window four regions:

JOHARI Window: An Interpersonal Communications Model

Public Arena Open

Blind spot Bad Unaccepted

Hidden Avoided Private

Unknown Unconscious Not tried

JOHARI Window: An Interpersonal Communications Model

Potentials Unknown fears Untried methods Unseen places

When you share about yourself or self-disclose:

Public Arena Open

Blind spot Bad Unaccepted

Hidden Avoided Private MISHRA,AIeMS Prof.MADHVI

Unknown Unconscious Not tried

When you share about yourself or self-disclose:

Name Height Education/Dept Marks scored

Blind spot Bad Unaccepted

Hidden Avoided Private MISHRA,AIeMS Prof.MADHVI

Unknown Unconscious Not tried

When you solicit or receive feedback & Improve

Native place Parents Old friends

Table) Short tempered

Hidden Avoided Private

Unknown Unconscious Not tried

When you solicit or receive feedback and self-disclose:

Public Arena Open

Unknown Unconscious Not tried

When you acquire knowledge:

Public Arena Open

Blind spot Bad Unaccepted

Learn new things Like swimming

JOHARI Window : Ideal

More Strengths More Comfort

Less weaknesses Free to interact

Less avoidance Less fear

Known potentials, Increased Learning

MYERS BRIGGS TYPE INDICATOR (MBTI)

(E) Extraversion Or Introversion

Four MBTI Dichotomies

Four MBTI Dichotomies

E I Dichotomy: Source of Energy

Most people who prefer Introversion

Prefer action over reflection

Prefer reflection over action

What is your E I preference?

S N Dichotomy: Take in Information

What is your S-N preference?

T F Dichotomy: Decision Making

What is your T-F Preference?