Organization Development and Change

Chapter Ten:
Leading and Managing Change

Thomas G. Cummings
Christopher G. Worley
 Learning Objective
for Chapter Ten
• To understand the different elements of a
successful change program

Cummings & Worley, 7e (c) 2001 S 10-2

outh-Western College Publishing
Change Management Activities
Motivating Change

Creating Vision
Effective
Developing Change
Political Support Management

Managing the Transition

Sustaining Momentum
Cummings & Worley, 7e (c) 2001 S 10-3
outh-Western College Publishing
 Motivating Change
• Creating Readiness for Change
– Sensitize the organization to pressures for change
– Identify gaps between actual and desired states
– Convey credible positive expectations for change
• Overcoming Resistance to Change
– Provide empathy and support
– Communicate
– Involve members in planning and decision making

Cummings & Worley, 7e (c) 2001 S 10-4

outh-Western College Publishing
 Creating a Vision
• Discover and Describe the Organization’s
Core Ideology
– What are the core values that inform members
what is important in the organization?
– What is the organization’s core purpose or reason
for being?
• Construct the Envisioned Future
– What are the bold and valued outcomes?
– What is the desired future state?

Cummings & Worley, 7e (c) 2001 S 10-5

outh-Western College Publishing
Managing Political Support

• Assess Change Agent Power

• Identify Key Stakeholders
• Influence Stakeholders

Cummings & Worley, 7e (c) 2001 S 10-6

outh-Western College Publishing
Sources of Power and Power
Strategies for Change Agents
Knowledge Playing it Straight

Using Social
Others’ Support
Networks

Going Around the

Personality Formal System

Cummings & Worley, 7e (c) 2001 S 10-7

outh-Western College Publishing
 Managing the Transition
• Activity Planning
– What’s the “roadmap” for change?
• Commitment Planning
– Who’s support is needed, where do they stand,
and how to influence their behavior?
• Management Structures
– What’s the appropriate arrangement of people
and power to drive the change?

Cummings & Worley, 7e (c) 2001 S 10-8

outh-Western College Publishing
Change as a Transition State

Current Transition Desired

State State Future
State

Cummings & Worley, 7e (c) 2001 S 10-9

outh-Western College Publishing
 Sustaining Momentum
• Provide Resources for Change
• Build a Support System for Change Agents
• Develop New Competencies and Skills
• Reinforce New Behaviors
• Stay the Course

Cummings & Worley, 7e (c) 2001 S 10-10

outh-Western College Publishing