Change & Development Forces for Change

Force Examples

Nature of the workforce: More cultural diversity, aging population,

many new entrants with inadequate skills.

Technology:

Faster, cheaper, and more mobile computers, On-line music sharing, Deciphering of the human genetic code.

Economic shocks: Competition:

commerce.

Rise and fall of dot-com stocks, 200002 stock market collapse, record low interest rates. Global competitors, mergers and consolidations, growth of e-

Social trends: Internet chat rooms, Retirement of Baby Boomers, Rise in

discount and big box retailers.

World politics: IraqU.S. war, Opening of markets in China, War on

terrorism following 9/11/01. Goals of Planned Change: Improving the ability of an organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. Forms of Resistance to Change Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism Q. At which stage do organizations break their inertia? MOVEMENT

Tactics for dealing with resistance to change: Education and communication Participation Facilitation and support Negotiation Manipulation and cooptation Selecting people who accept change Coercion

Lewins Three-Step Change Model

Lewins Three-Step Change Model

Lw e in

sT r e he -Se C a g t p hne Md l oe

Cp r h o yig t 2 0 06 b Su y o th -Ws r , e ten ad is no iv io f T o s nL an g h mo e r in . A r h r sr e ll ig ts e ev d

1 Ufez g . nr e in in o e e c ua in v lv s n o r g g in iv u lstod c r o b h v r b d id a is ad ld e a ios y s a in u th e u r m ta th t h k g p e q ilibiu s te a m in in th s tu q o a ta s e ta s u 2 Mv g . o in n wa d s v lu s a d e ttitu e , a e , n b h v r aes b titu dfo o o e e a ios r u s te r ld n s 3 Rf e z g . er e in in o e th v lv s e e ta lis m n o n wa d s v lu s s b h e t f e ttitu e , a e , a db h v r a th n ws tu q o n e a ios s e e ta s u

A plying Lew p in s M odel to the O rgan ization

U nfreezing M oving R efreezing

R educing forces For status quo

D eveloping new attitudes, values, and behaviors

R einforcing new attitudes, values, and behaviors

C opyright 2 006 by Sou th -W estern, a divis of ion Thom son Learn ing. All rights reserved

U nfreezing: the organization elim inates rew ards for current behavior M oving: the organization initiates new options and explains their rationale R efreezing: organizational culture and form al rew system encourage the newbehaviors ard s

Organizational Development (OD)

A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. A set of social science techniques designed to plan change in organizational work settings for purposes of enhancing the personal development of individuals and improving the effectiveness of organizational functioning.

Creating a Learning Organization An organization that has developed the continuous capacity to adapt and change.

Creating a Learning Organization Creating a Learning Organization

Single-Loop Learning Errors are corrected using past routines and present policies. Double-Loop Learning Errors are corrected by modifying the organizations objectives, policies, and standard routines.
2007 Prentice Hall Inc. All rights reserved.

T isisu e tod s rib th c o em d b h sd e c e e h ic a e y w ic th c a g p c s ta e p c h h e h n e ro e s k s la e

P o le ep S c re tru tu T c n lo y eho g O a iz tio a p c s e rg n a n l ro e s s

ORGANIZATIONAL
OI t reto M o : D e n ne d n v i t s h
Oai ao lGu T h q s r n t n/ r p e n u g zi a o c i e
S vy ed c ueF b k r e a aieud wl s dy e m oo e df t h i t r eto n vn n e i wrb h ey e e p ye m e l o aiuea tt d r t s e slce b o i dy i t qe i nae usoni t r
C yg orh pi t 2 6 0 0 bS t y oh u -We , e r s n t a i i i nf ds o vo T mne ng h s L ri . o o an Ar h r sr e l i t e vd l gs e

A n os ny u om Gu r p tn f r a r pe ri g m o o o t Nr p csi n oe r u os e s C rp p e l a uo e r s Fl w o lo -u p

OI t reto M o : D e n ne d n v i t s h
Oai ao lGu T h q s r n t n/ r p e n u g zi a o c i e
Q lt P g m uiy r r a oa a r g ma p r t t oa h e bd p dc m sr u e o t ad e i e ult n sr c q iy v a e e n i t te x lec n h cl e o o ai a n r n toa g zi l clu ur t e
R e sia na u a a r to b t i s p i s o p d tsr i e r u/ e c oc v q lt uiy a Eb p dcsr i e md r u/ e c e o t v q lt e e n i uiy x le e a cl c n t e r aztoa h o na nl gi i clu ur t e

C yg orh pi t 2 6 0 0 bS t y oh u -W e , e r s n t a i i i nf ds o vo T mne ng h s L ri . o o an A i h r sre l r t e vd l gs e

O I t r eto Mhd: D e n n e os n v i t
O ai aoaG u Tcn us r n t nl r p ehi e g zi / o q
Ta Bl i g emud i n a i t r eto nn vn n e i ds ndo ei e t g i pvte moeh r eetvns oa f c ees f f i wk r u o g p r o
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C ygt orh pi 20 06 bS t y oh u -Wt r , ee s n ai i i nf ds o vo To sn er i g hm La n. o n Argt r sr e l i h ee d l s v

O I t r eto Mhd: D e n n e os n v i t
O ai aoaG u Tcn us r n t nl r p ehi e g zi / o q
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C ygt orh pi 20 06 bS t y oh u -Wt r , ee s n a i i io o d snf v To sn er i g hm La n. o n Argt r sr e l i h ee d l s v

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INDIVIDUAL
Onre i n e o : Dt v t M d I e n o t s h
I di u nv a i dl
Sl Ti i g ksr n i l an i ca g e ne i t r s h n j bn l d , ok w g oe e sls n k ,a il d alt s a r bi t ta ii e h e n ea t d e s r oo c sy a bfei e j ec l o f t y v

-F u de nu o s T hq s ce ci e

I f r a l so n m a ro o lc s m st g en ti s Ohj b oi u ne ( n a t o Ct l n u ag pt ) di n

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-F u de nu o s T hq s ce c i e

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OI t reto M o : D e n ne d n v i t s h
I di u nv a i dl
Re eo to o N ta n l gi i ae nu tc i e hq wrb h ey e i di us e nv a mt i dl e a c r yhr n l i te da f i p coga s hocl y l i cna ot c r t

-F u d eh q s o s T nu c e c i e

C yg orh pi t 2 6 0 0 bS t y oh u -Wt r , ee s n a i i i nf ds o vo T mn er i g h s L n . o o an Ar h r sr e l i t e vd l gs e

O oe u m t c s Bt rud s ni g f e ne t d o te ra n w tec cn e h a ab a h e ee t ge n x c d i ad pt ov r ci e e v e L sm u e a b iy s i t g

O I t r eto Mhd: D e n n e os n v i t
I d i ul ni da v H lh et a P mi n r oo o t Pg m r r s oa C er ae r P ni g l n a n
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-Fc sd ehi us oue Tcn e q

E Ses euto euao, x t s r dc n dct n . r i i e p ye si t ne moe as ac l s Mc i d i ul a hni da t v s a e cr r e apaos i h r ai aoa si t n w o n t nl r i t g zi oprui i s po n e t t

Realign task demands and individual capabilities Redesign jobs to fit new techniques or organization structures