MHR Unit 8: Change Management – Flashcards
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External Forces for Change
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originate outside of the organization, can be opportunity or ultimate failure demographics technology shareholder, customer, market changes social / political
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Internal Forces for Change
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come from inside the orgnization, from HR or Management
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HR Problems
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employee perceptions about how they are treated
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CFOs
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1/3 are gone within 1 year of new CEO, to mitigate: communicate identify CEO strengths/weaknesses don't be an obstacle
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Three Types of Change
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Adaptive Innovative Radically Innovative
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Adaptive Change
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re-implementation of a change in the same organization at a later time or imitation of similar change in a different unit least complex, least costly, low uncertainty
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Innovative Change
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introducing a new practice to the ORGANIZATION medium cost, complexity, uncertainty
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Radically Innovative Change
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introducing a new practice to the INDUSTRY likely to fail if it is inconsistent with three levels of org. culture: Observable Artifacts, Espoused Values, Basic Assumptions
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Lewin's Change Model
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Unfreeze > Change > Refreeze
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Lewin's Change Model Assumptions
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Learn and Unlearn Motivation People-Focus Resistance Reinforce
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Unfreezing
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create motivation to change, replace old attitudes with new ones initial challenge is creating a convincing reason to change most common strateg is to present data, like bad customer satisfaction reports or market share
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Changing
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actually implementing the change and new behaviors, can help to send managers to leadership training
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Refreezing
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support and reinforce the change give employees a chance to display new behavior use rrewards and recognition
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Systems Model of Change
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Inputs > Strategic Plans > Target Elements of Change > Outputs "change creates additional change" any change, no matter how small or large, has a cascading effect thru organization
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Inputs
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answer the question "why change?" leaders get clear on reason for change assure intended changes align with organizations mission, vision, and plan
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Strategic Changes
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outlines long-term direction based on results from SWOT
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Target Elements of Change
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levers that can change organization Organization Arrangements Social Factors Methods People
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Outputs
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desired end results
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Mission Statement
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represent the reason the organization exists
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Vision
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compelling future state for an organization, describe future and how to get there
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Readiness for Change
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beliefs, attitudes, and intentions regarding which changes are needed and capacity available to implement those changes necessity for change top management support personal ability to cope with change perceived personal consequences of change
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Kotter's 8 Steps for Leading Organizational Change
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"organizations fail because of bad implementation, not inadequate planning" focus on vision and mission specific recommendations about behavior and acticity
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Kotter's 8 Steps
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Establish urgency Create guiding coalition Develop vision and strategy Communicate change vision Empower the broad-based action Short-term wins Consolidate gains and produce more change Anchor new approaches in the culture
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Organization Development (OD)
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broader, less specific, common approach to change Diagnosis > Intervention > Evaluation > Feedback origin in Lewin's approach to change empowerment grounded in academic research on OB
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Diagnosis
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discovering the cause interviews, surveys, direct observations
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Intervention
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changes made to solve the problem stronger when more than one is used
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Evaluation
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measurement of effectiveness
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Feedback
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negative evaluation means: (1) initial diagnosis was wrong OR (2) intervention was not implemented effectively
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Resistance to Change
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any thought, emotion, or behavior that doesn't align with real or potential changes to existing routines dynamic interaction between Agent characteristics, Recipient characteristics, and Agent-Recipient relationship
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Change Agent
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catalyst in helping organizations deal with old problems in new ways
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Change Recipient Characteristics
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Dispositional resistance Surprise and fear or the unknown Fear of failure Loss of status Peer pressure Past success
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Dispositional Resistance
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routine seeking emotional reaction short-term focus cognitive rigidity
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Change Agent Characteristics
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Transformational leadership Disruption of cultural traditions Personality conflicts Timing and tact Legitimize change
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Stress
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an adaptive response to environmental demands (stressors) that produce physical, emotional, and behavioral reactions that are influenced by individual differences
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Eustress
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Good stress
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Types of Stressors
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Individual level (fear of getting fired) Group level Organizational level Extra-organizational level (personal)
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Presenteeism
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employee showing up but too sick or tireed to be productive
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Fight Fatigue or Presenteeism
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Staffing enough people Scheduling Environment of office Educate workers about sleep
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Cognitive Appraisal
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evaluating the meaning of events and demands for personal well-being
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Primary Appraisal
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perceptions of whether a stressor is relevant, positive, or negative
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Secondary Appraisal
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perceptions of ability to cope or deal with stressor
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Coping Strategies
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Control Escape Symptom Management
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Control
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using behaviors to anticipate or solve problems "taking charge" -- confronting boss, talking to someone about the problem
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Escape
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avoid or ignore stressors good if you have no control over stressors
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Symptom Management
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reducing symptoms of stress ex. medication, meditation, relaxation
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Resistance to Change because....
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employees percieve personal costs of change outweight the benefits
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Stress-Reduction Techniques
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muscle relaxation biofeedback meditation cognitive restructuring (MOST EFFECTIVE)
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Meditation
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directing thoughts away from self, following a structured procedure
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Cognitive Restructuring
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irrational, maladaptive thoughts are identified and replaced with rational, logical thoughts
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ABCDEs of Cognitive Restructuring
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Name the problem List beliefs about the problem Identify consequences about the belief Formulate counterargument to beliefs Describe how energized and empower you feel
