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ORGANIZATION CHANGE, Diagnose need for change, Action, Research, Group 7: …

- - - - More motivation to change
      - Less fear of unknown
      - Fewer direct costs
- - - - Human element energizes employees
  - - - Use positive vision rather than threats
- - - - Forms of resistance - Complaints, absenteeism,passive noncompliance
        
        View resistence as a resource
        
        Symptoms of deeper problems in change process
        
        A for of constructive conflict-may improve decisions in the change process
        
        A form of voice- helps procedural justice
      - Why People Resist to change
        
        Direct Costs
        
        Saving Face
        
        Fear of the Unknown
        
        Breaking Routines
        
        Incongruent Organizational Systems
        
        Incongruent Team Dynamics
- - - - to achieve the goal of change
      - testing application of concepts
    - - Open systems perspective
      - Highly participative process
      - Data-driven, problem-oriented process
  - - - Positive principle
        
        Focusing on positive events and potential produces more positive, effective ad enduring change
      - Constructionist principle
        
        How we perceive and understand the change process depends on the questions we ask and language we use throughout the process
      - Simultaneity principle
        
        Inquiry and change are simultaneous not sequential
      - Poetic principle
        
        Organizations are open books, so we have choices in how they may be perceived
      - Anticipatory principle
        
        People are motivated and guided by the vision they see and believe in for the future