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Managing Change - Coggle Diagram
Managing Change
Tactics to overcome resistance to change
Negotiation
Coercion
Participation
Top management support
Communication/education
Innovation
If organisations don't change and innovate then they die
Need for change
Disparity between existing and desired performance levels
It is the commercialization of a new product or process
Reasons for resistance to change
Self-interest
Lack of understanding and trust
Uncertainty
Different assessments and goals
Roles in organisational change
Champion
believes in idea, overcomes obstacles, obtains financial and political support
Sponsor
manager who removes barriers and protects idea within the organisation
Inventor
develops idea, but does not know how to make a business out of it
Critic
provides reality test and looks for shortcomings
3 innovation strategies for new products and technologies
Co-operation: Co-ordination Model for Innovation
External co-ordination
customers, market needs
formal innovation partners
open innovation mechanism
new technologies
Internal co-ordination
horizontal linkage (eg: marketing, R&D, manufacturing simultaneously working together)
Entrepreneurship/Innovation Roles
new venture teams give free rein to creativity - dept responsible for developing and initiating innovations
skunkworks are informal, autonomous, secretive groups that focus on breakthrough ideas
managers should support idea champions
new venture funds provide resources for new ideas
Exploration
bottom-up approach
internal contests
Creativity
idea incubators
Characteristics of
creative people
playfulness/curiosity
persistence
open mindedness
originality
independence
creative organisations
hiring outside comfort zone
decentralisation, loose control
open channels of communication
playful culture
reward system encourages innovation
changing
people
training and development
Frequently used approach to changing people’s mind-sets
culture
organisational development
Planned, systematic process of change using behavioural science
Steps
unfreezing
changing
REfreezing
Activities
Team-building activities
Survey-feedback activities
Large-group interventions
Approaches to culture change
traditional organisation development model (incremental change)
Large group intervention model (rapid transformation)
Force Field Analysis
Change is a result of the competition between driving and restraining forces
Driving forces
problems or opportunities that provide motivation for change
Restraining forces
barriers to change
Ambidextrous Approach
incorporating structures and processes that encourage innovation and creativity
Disruptive innovation
radical change in organisational product/process