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Organisational Change (Forces for change (Technology, Economic shocks,…
Organisational Change
Forces for change
Technology
Economic shocks
Competition
M&A
Change in strategic direction
Social trends
New markets
Driven by Change Agents
Resistance to change
Individual
Habits
Security
Economic factors
Fear of the unknown
Selective information processing / denial
Organisational
Structural inertia
Limited focus of change
Scale of change may be bigger than subsystem to be effective
Group inertia
Individuals want change but group norms act as constraint
Threat to expertise of specialist groups
Threat to established power relationships
Overcoming resistance
Communication
Participation
Build support and commitment
Develop positive relationships + trust
Implement changes fairly
Avoid
: Manipulation and cooptation
Select people who accept change
Avoid unless necessary
: Coercion
Frameworks
Lewin's Three-Step Model
Unfreeze
status quo
Increase driving forces that direct behaviour away from status quo
Decrease restraining forces which are hindering movement to desired state
Movement
to desired state
Refreeze
to make permanent
Kotter's Eight Step Model
Establish a sense of urgency / create a compelling reason for change
Form a coalition with enough power to lead change
Create a new vision to direct change and strategies for achieving vision
Communicate vision
Empower others to act on vision by removing barriers to change + encouraging risk taking / problem-solving
Reward short term wins that motivate team / organisation toward new vision
Consolidate improvements reassess changes and adjust as neccesary
Reinforce changes by demonstrating relationship between new behaviours and organisational success
Organisational Development
Sensitivity training
Survey feedback
Process consultation
Team building
Intergroup development
Appreciative inquiry
Creating a change culture
Paradox theory
Stimulate innovation
Strong communication between teams
Reward successes, accept failures
Sufficient resources
Create a learning organisation