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CHAPTER 13: ORGANIZATIONAL CHANCE - Coggle Diagram
CHAPTER 13: ORGANIZATIONAL CHANCE
Lewin’s Force Field Analysis Model
Developed by Kurt Lewin
Driving forces
Push organizations toward change
External forces or leader’s vision
Restraining forces
Resistance to change -- employee behaviors that block the change process
Force Field Analysis Model
Why People Resist Change
1. Direct costs
Losing something of value due to change- cost benefits analysis is negative rather than positive e.g Malaysian govt. introduce changes- managers are expected to delegate more power and responsibility to staff. But the managers belief that these reforms will give them less power and prestige.
Restraining Forces (Resistance to Change)
Many forms of resistance (e.g., complaints, absenteeism, passive noncompliance)
View resistance as a resource
Symptoms of deeper problems in the change process
A form of constructive conflict -- may improve decisions in the change process
A form of voice – helps procedural justice
2. Saving face
Accepting change acknowledges own imperfection, past wrongdoing (weaknesses reveal during the change)
3. Fear of the unknown
Risk of personal loss due to degree of uncertainty
Concern about being unable to adjust
4. Breaking routines
Organizational unlearning is part of change process
But past practices/habits are valued by employees due to comfort, low cognitive effort
6. Incongruent team dynamics
Norms contrary to desired change
5. Incongruent organizational systems
Systems/structures reinforce status quo
Career, reward, power, communication systems
Minimizing Resistance to Change
Communication
Learning
Involvement
Stress Mgt
Negotiation
Coercion
Change Agents
- anyone who possesses enough knowledge and power to guide and facilitate the change effort.
Engage in transformational leadership
Develop the change vision
Communicate the vision
Act consistently with the vision
Build commitment to the vision
Strategic Vision & Change
Need a vision of the desired future state
Identifies critical success factors for change
Minimizes employee fear of the unknown
Clarifies role perceptions
Diffusion of Change
- Begin change as pilot projects
Effective diffusion considers MARS model
Motivation – pilot project is successful, reward diffusion of pilot project
Ability – Train employees to adopt pilot project
Role perceptions –Translate pilot project to new situations
Situational factors – Provide resources to implement pilot project elsewhere
Approaches to Organizational Change:Action Research Approach (1)
Action orientation and research orientation
Action – to achieve the goal of change
Research – testing application of concepts
Action research principles
- Open systems perspective
Highly participative process
Data-driven, problem-oriented process
Five Principles of appreciative Inquiry
Positive principle
Constructionist principle
Simultaneity principle
Poetic principle
Anticipatory principle
Four-D Model of Appreciative Inquiry
Discovery
Dreaming
Designing
Delivering
Parallel Learning Structure Approach
Highly participative social structures
Members representative across the formal hierarchy
Sufficiently free from firm’s constraints
Develop solutions for organizational change which are then applied back into the larger organization
Cross-Cultural Concerns
Linear and open conflict assumptions different from values in some cultures
Ethical Concerns
Privacy rights of individuals
Management power
Individuals’ self-esteem