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CHAPTER 13: ORGANIZATIONAL CHANGE - Coggle Diagram
CHAPTER 13:
ORGANIZATIONAL CHANGE
LEWIN'S FORCE FIELD ANALYSIS MODEL
DRIVING FORCES
Push organizations toward change
External forces or leader's vision
RESTRAINING FORCES
(Resistance to Change)
Many forms of resistance.
E.g Ccomplaints, absenteeism, passive noncompliance
WHY PEOPLE RESIST CHANGE?
Direct costs
Saving face
Fear of the unknown
Breaking routines
Incongruent organizational systems
Incongruent team dynamics
MINIMIZING RESISTANCE TO CHANGE
Involvement
Stress mgt
Learning
Negotiation
Communication
Coercion
CHANGE AGENTS
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
MINIMIZE EMPLOYEE FEAR OF THE UNKNOWN
CLARIFIES ROLE PERCEPTIONS
DIFFUSION OF CHANGE
Effective diffusion considers MARS model
APPROACHES TO ORGANIZATIONAL CHANGE ACTION RESEARCH APPROACH
ACTION RESEARCH PRINCIPLES
Open systems perspective
Highly participative process
Data-driven, problem-oriented process
ACTION RESEARCH PROCESS
(Refer to the slides)
FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
Simultaneity principle
Poetic principle
Constructionist principle
Anticipatory principle
Positive principle
4-D Model of Appreciatiative Inquiry
Designing
Delivering
Dreaming
Discovery
LARGE GROUP INTERVENTIONS
PARALLEL LEARNING STRUCTURE APPROACH
CROSS-CULTURAL & ETHICAL CONCERNS