Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 16: MANAGING CHANGE AND STRESS - Coggle Diagram
CHAPTER 16: MANAGING CHANGE AND STRESS
16.1 Forces for Change
MAJOR QUESTION: What are the
common forces
for change at work, and
how can knowing them improve my personal effectiveness?
Internal and external.
It's importnat to identify why they are the possible forces for change because
you may know when change is necessary
, so as no to stick in the same problem for longer. You can also
plan in advance strategies to make that change more effective and deal with the stress.
People who are waiting everything goes back to normal didn't realize change is important.
We need to make known change has happened and we need to adapt, if not, projects, companies won't function.
External
Outside the company
4 keys
Demographic characteristics.
Generational differences
Migration
Unemployement?
Technological advancements.
5 digital trends
Digital engagement of customers.
Use of big data and advanced analytics.
Digital engagement of employees and external partners.
Automation.
Digital innovation.
Sharaholder, customer and
market changes
.
Customers became more sophistacated, that is, they seek
higher quality products. Feedback
is so helpful due to that.
Social, political, and regulatory.
Government resistance,
laws and norms.
Streghts of the leader (Parents in quarentine)
Internal
Within the enterprise
Human resource problems
Employee's perceptions at work with needs and goals of the company. Insatisfaction.
High absenteeism and turnover.
New CEO, "clean house."
Managerial behavior or decisions
Conflicts between managers and subordinates.
Fig 16.2, pag 636
16.2 Types and Models of Change
MAJOR QUESTION: How can my organization and I
use different
approaches
to more effectively manage change?
3 Types of change
Adaptive
RE-introducing a familiar practice
in different unit or time.
Easiest
Innovative
Sth (method)
new for employees, company
Medium
Radically innovative
New PRACTICE
for the company,/industry. Never expected.
Most difficult
Elements of change
Key assumptions
Learn and unlearn
Motivate or fail
MOTIVATION MAKES CHANGE TO HAPPEN.
People make or break it
Train your employees to change, cause they make the difference.
Even winners resist
Deal with resistance.
Reinforce to sustain
Lewin's Change of Model
3 stages
Unfreezing
Motivation to change,*
show current practices are less than ideal.*
Changing
The process of adapting to change.
Could be for
improving, growing
or solving problems, such as
low productivity.
Refreezing
Support change
, integrate to your daily life.
Reward
people for adapting to change (better if used in the early process).
Put your words into action.
A Systems Model of Change
Any change has ripple effects, (change creates more change)
Model of change includes:
Inputs
Why should my company change?
The change should align the vision of the enterprise.
Mission
statements
Clear reason why a company exits
. Its purpose.
An effective method to define a mission...
Why does our organization exist? Ask this question three to five times to get a richer and deeper view.
What would happen if our organization went away?
Why do I devote my creative energies to this organization?
Compile and consolidate the answers to these questions.
Strenghts, weaknesses, opportunities and theaths.
Vision
(effective)
What is expected/desired for the organization in the future.
It also describes its purposes/improvements: markets, services, people and products.
Readiness
% of confidence and preparations that a company
(employees and employers) or person
has to confront change.
It need to be HIGH, 4 components
Necessity for change.
1 more item...
Top-management support for change efforts.
1 more item...
Personal ability to cope with changes.
1 more item...
Perceived personal consequences of change.
1 more item...
Strategic plans
Outputs
Target elements of change
16. 3 Understanding Resistance to Change
MAJOR QUESTION:
Why do people resist change
and what can I do
about it?
16.4 The Good and the Bad of Stress
MAJOR QUESTION: How does stress
increase or reduce my
effectiveness
?
16.5 Effective Change and Stress Management
MAJOR QUESTION: How can
OB knowledge and tools
help me effectively
manage change and stress?
How to W.I.N at Stress and Change
Determine what you can and cannot control
According to Sharon Melnick...
W
ritten inventory
Identify your emotions for specific aspects in change.
I
ndividual Responsability
What can I do to change the stress?
N
ew Learning Plan
Learn the skill that causes you stress.
My excel (Leader at school)
