ORGANIZATIONAL

ORGANIZATIONAL CHANGE
CHANGE

18–1
Forces
Forces For
For Change
Change

 Nature of the workforce

 Technology
 Economic Shocks
 Competition
 Social trends
 World Politics

18–2
Managing
Managing Planned
Planned Change
Change

Change
Making things different. Goals
Goalsof
ofPlanned
Planned
Change:
Change:
Planned Change
Improving
Improvingthe
theability
abilityof
of
Activities that are
the
theorganization
organizationto
to
intentional and goal adapt
adaptto
tochanges
changesininits
its
oriented. environment.
environment.
Changing
Changingthethebehavior
behavior
Change Agents
of
ofindividuals
individualsand
and
Persons who act as
groups
groupsininthe
the
catalysts and assume the organization.
organization.
responsibility for managing
change activities.

18–3
Resistance
Resistance to
to Change
Change
Forms of Resistance to Change
 Overt and immediate
Voicing complaints, engaging in job actions
 Implicit and deferred
– Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism

18–4
Overcoming
Overcoming Resistance
Resistance to
to Change
Change

Tactics
Tacticsforfordealing
dealingwith
with
resistance
resistancetotochange:
change:
•• Education
Educationandandcommunication
communication
•• Participation
Participation
•• Facilitation
Facilitationand
andsupport
support
•• Negotiation
Negotiation
•• Manipulation
Manipulationand
andcooptation
cooptation
•• Coercion
Coercion

18–5
The
The Politics
Politics of
of Change
Change
 Impetus for change is likely to come from outside
change agents.
 Internal change agents are most threatened by
their loss of status in the organization.
 Long-time power holders tend to implement only
incremental change.

18–6
 Lewin’s
Lewin’s Three
Three Step
Step Model
Model

© 2005 Prentice Hall Inc. All rights reserved. 18–7

© 2005 Prentice Hall Inc. All rights reserved. 18–8
Lewin’s
Lewin’s Three-Step
Three-Step Change
Change Model
Model

Unfreezing
Change efforts to overcome
the pressures of both
individual resistance and
group conformity.
Refreezing
Stabilizing a change
intervention by balancing
driving and restraining forces.

Driving Forces Restraining Forces

Forces that direct behavior Forces that hinder movement
away from the status quo. from the existing equilibrium.

18–9
Action
Action Research
Research

Action Research
A change process based on systematic collection of
data and then selection of a change action based on
what the analyzed data indicate.

Process
ProcessSteps:
Steps: Action
Actionresearch
researchbenefits:
benefits:
1.1. Diagnosis Problem-focused
Diagnosis Problem-focusedrather
rather
2.2. Analysis than
Analysis thansolution-centered.
solution-centered.
3.3. Feedback
Feedback Heavy
Heavyemployee
employee
4.4. Action involvement
Action involvementreduces
reduces
5.5. Evaluation resistance
Evaluation resistanceto
tochange.
change.

18–10
Organizational
Organizational Development
Development

Organizational Development (OD)

A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being.

OD
ODValues:
Values:
1.1. Respect
Respectfor
forpeople
people
2.2. Trust
Trustand
andsupport
support
3.3. Power
Powerequalization
equalization
4.4. Confrontation
Confrontation
5.5. Participation
Participation

18–11
Organizational
Organizational Development
Development Techniques
Techniques

Sensitivity Training
Training groups (T-groups) that seek to change
behavior through unstructured group interaction.
Provides increased awareness of others and self.
Increases empathy with others, improves listening
skills, greater openess, and increased tolerance for
others.

18–12
Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Survey Feedback Approach

The use of questionnaires to identify discrepancies
among member perceptions; discussion follows
and remedies are suggested.

Process Consultation (PC)

A consultant gives a client insights into what is going
on around the client, within the client, and between
the client and other people; identifies processes that
need improvement.

18–13
Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Team Building
High interaction among team members to
increase trust and openness.

Team
TeamBuilding
BuildingActivities:
Activities:
• • Goal
Goaland
andpriority
prioritysetting.
setting.
• • Developing
Developinginterpersonal
interpersonalrelations.
relations.
• • Role
Roleanalysis
analysistotoeach
eachmember’s
member’srole
roleand
and
responsibilities.
responsibilities.
• • Team
Teamprocess
processanalysis.
analysis.
18–14
Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.

Intergroup
IntergroupProblem
ProblemSolving:
Solving:
• • Groups
Groupsindependently
independentlydevelop
developlists
listsof
ofperceptions.
perceptions.
• • Share
Shareand
anddiscuss
discusslists.
lists.
• • Look
Lookfor
forcauses
causesof
ofmisperceptions.
misperceptions.
• • Work
Workto
todevelop
developintegrative
integrativesolutions.
solutions.

18–15
Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Appreciative Inquiry
Seeks to identify the unique qualities and special
strengths of an organization, which can then be built
on to improve performance.
Appreciative
AppreciativeInquiry
Inquiry(AI):
(AI):
• • Discovery:
Discovery:recalling
recallingthe
thestrengths
strengthsof
ofthe
theorganization.
organization.
• • Dreaming:
Dreaming:speculation
speculationon
onthe
thefuture
futureof
ofthe
the
organization.
organization.
• • Design:
Design:finding
findingaacommon
commonvision.
vision.
• • Destiny:
Destiny:deciding
decidinghow
howto
tofulfill
fulfillthe
thedream.
dream.
18–16
Creating
Creating aa Learning
Learning Organization
Organization
Single-Loop Learning
Errors are corrected using past routines and present
policies.

Double-Loop Learning
Errors are corrected by modifying the organization’s
objectives, policies, and standard routines.

18–17
Managing
Managing aa Learning
Learning Organization
Organization

Establish
Establish
aastrategy
strategy

Redesign
Redesignthe
the
Managing
Managing organization’s
organization’s
Learning
Learning structure
structure

Reshape
Reshapethe the
organization’s
organization’sculture
culture

18–18