What do we learn?
a. View
on the change process.
Ø
2
views of the change process:
1.
The
calm water methapor:
·
Fairly
descriptive of the situation managers faced.
·
Lewin’s
description of the change process as a break in the organization’s equilibrium
state:
o
Unfreezing the status quo.
o
Changing to a new state.
o
Refreezing to make the change permanent.
2. White-Water Rapids Metaphor
·
The
lack of environmental stability and predictability requires that managers and
organizations continually adapt (manage change actively) to survive.
b. Types
of organizational change.
Ø
Organizational change is the changes of some things in their workplace.
Ø
The
catalyst and the one who is responsible for managing the change process of
organizational change is change agent.
Ø
3
types of change:
1.
structure: Changing an organization’s structural components or
its structural design.
2. Technology: Adopting
new equipment, tools, or operating methods that displace old skills and require
new ones
3. People:
·
Changing
attitudes, expectations, perceptions, and behaviors of the workforce
·
Organizational Development (OD) is chage methods that focus on people and the nature
and quality of interpersonal work relationships.
c. How
to manage resistance to change.
Ø
Why
do people resist to change?
·
The
ambiguity and uncertainty that change introduces.
·
The
comfort of old habits.
·
A
concern over personal loss of status, money, authority, friendships, and
personal convenience.
·
The
perception that change is incompatible with the goals and interest of the
organization.
Ø 6 techniques for reducing resistance to change:
1. Education
and communication:
by helping employee see the logic of the change effort.
2. Participation:
bringing individuals that
directly affected into the decision making process.
3. Facilitation
and support: helping
employees deal with the fear and anxiety asscociated with the change effort.
4. Negotiation: exchanging something of value for an agreement.
5. Manipulation
and co-optation: covert
attempts to influence others about the change.
6. Coercion: used to deal with resistance to change.
d. Contemporary
issues in managing change.
Ø
Changing
Organizational Culture
·
Cultures
are naturally resistant to change.
·
Conditions
that facilitate cultural change:
o
The
occurrence of a dramatic crisis.
o
Leadership
changing hands.
o
A
young, flexible, and small organization.
o
A
weak organizational culture.
e. Techniques
for stimulating innovation.
Ø
Innovation
is the key to continued key.
Ø
Creavity
vs innovation:
·
Creativity:
the ability to combine ideas in a unique way or to make unusual associations
between ideas.
·
Innovation:
taking creative ideas and turning them into useful products or work methods.
Ø
Stimulating
and nurturing innovation:
·
Structural
varibles:
o
An
organic-type structure positively influences innovation.
o
The
availability of plentiful resources provides a key building block for
innovation.
o
Frequent
communication between organizational units helps break down barriers.
·
Cultural
variables:
o
Accept
ambiguity: too much emphasis on objectivity and specificity constrains
creativity.
o
Tolerate
the impractical: what at first seems impractical might lead to innovative
solutions.
o
Keep
external controls minimal: rules, regulations, policies, and similar
organizational controls are kept to a minimum.
·
Human
resources variables:
o
Idea champion: individuals who actively and enthusiastically support
new ideas, build support, overcome resistance, and ensure that innovations are
implemented.
Ø
Innovation and design thinking:
·
A
strong connection exists between design thinking and innovation.
·
With
a design thinking mentality, the emphasis is on getting a deeper understanding of what customers need and
want.
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