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Week 9: Organisational Change, Top-down: CEO, senior managers, experts…
Week 9: Organisational Change
French's Approaches to Address Resistance
Reason and education
Involvement
Facilitation (eg. training)
Negotiation
Manipulation
Coercion
Increase threat to alternatives
How much change?
(scale of change) - increasing scale and scope
Fine Tuning
: changes to details within existing targets of change
Incremental adjustment
: environmental adaptations eg bringing in a new technology
Modular
: Large scale change of a
part
of an organisation eg merging two departments
Transformational
: Large scale
whole of organisation
change
Who is driving change?
: Change agents
Who drives change?
What abilities make for a successful change leader?
Understanding context
: knowing who will be affected, who stakeholders are, what the "real" or unstated goals are
Communication
: being clear about what's happening and why
Flexibility
: being prepared to adapt and compromise
How?
Kotter's 8 step model
Establish a sense of urgency
Form a coalition
Create a vision
Communicate the vision
Remove obstacles
Create small wins
Don't quit prematurely
1 more item...
Kurt Lewin's force field model
Phase 1: Unfreezing
: Create need for change and overcome resistance (increase driving forces and decrease restraining forces
Phase 2: Changing
: Work towards desired future
Phase 3: Refreezing:
Reinforce new behaviours (reinstate balance between driving and restraining forces)
Why Resist Change
Habit
: ingrained patterns of behaviour
Inertia
: norms support existing ways of working
Security
: can threaten feelings of job security
Economic threat
: new roles or functions may affect pay negatively
Social threat
: some people and groups lose power and status
Top-down
: CEO, senior managers, experts appointed by them
Governments
: laws, regulations and policies
Bottom-up
: employee concerns and initiatives