Chapter 13: Managing Change and Innovation
description
Transcript of Chapter 13: Managing Change and Innovation
![Page 1: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/1.jpg)
Chapter 13:Managing Change
and Innovation
![Page 2: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/2.jpg)
Learning Objectives
• Forces for change• “Calm waters” versus “white-water rapids” metaphors• Change agents• Types of change• Why people resist change• Techniques for reducing resistance to change• Innovation versus creativity• Stimulating and nurturing innovation
![Page 3: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/3.jpg)
External Forces for Change
• Marketplace• Governmental laws and
regulations• Technology• Labor markets• Economy
![Page 4: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/4.jpg)
What Can Change?
People Structure
Technology
![Page 5: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/5.jpg)
Internal Forces for Change
• Business strategy
• Workforce
• Technology and Equipment
• Employee attitudes
![Page 6: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/6.jpg)
Change Agents
• What are “change agents”?
• Who can be a change agent?
• External vs. internal change agents
• Evolution of change agents
![Page 7: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/7.jpg)
Calm Waters vs. White Water Rapids Metaphors
![Page 8: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/8.jpg)
The Change Process• The Calm Waters Metaphor– Change viewed as a break in the
organization’s equilibrium state• Unfreezing the status quo• Changing to a new state• Refreezing to make the change permanent
• White-Water Rapids Metaphor– No stability and predictability– Organizations must constantly change to
survive
![Page 9: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/9.jpg)
The Change ProcessThe Change ProcessUnfreezing Changing Refreezing
![Page 10: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/10.jpg)
What Can a Manager What Can a Manager Change?Change?
Structure
•Specialization•Span of control•Formalization•Centralization•Departmentalization
Technology
•Work processes•Methods•Equipment
People
•Attitudes•Expectations•Perceptions•Behavior
![Page 11: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/11.jpg)
Resistance to Change
Uncertainty and Ambiguity
Concern Over Personal Loss
Belief That Change Is Not Beneficial
![Page 12: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/12.jpg)
Fear of Change
![Page 13: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/13.jpg)
Techniques for Reducing Resistance to Change
1. Education and Communication2. Facilitation and support3. Participation4. Negotiation5. Manipulation and Co-optation6. Coercion
![Page 14: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/14.jpg)
Case Study: Ann Lyman’s Proposal
1. Why do Ann’s colleagues resist change at CPC? At root, what are the sources of resistance?
2. Design a proposal for influencing Ann’s colleagues and superiors, drawing on one or more of the techniques for reducing resistance to change:
- education/communication - facilitation/support
3. - participation- negotiation- manipulation/co-optation- coercion
Which would you draw on, and why? Give specific examples of how the techniques you chose would “look like” in practice.
![Page 15: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/15.jpg)
What IsCreativity?
• Combining new ideas in unique ways or associating ideas in unusual ways
What IsInnovation?
• Turning creative ideas into useful products, services, or methods of operation
![Page 16: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/16.jpg)
HumanResources
Cultural
Three Sets of VariablesThat Stimulate Innovation
Structural
![Page 17: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/17.jpg)
Innovation VariablesInnovation Variables•Organic structures•Abundant resources•High interunit communication
•Acceptance of ambiguity•Tolerance of the impractical•Low external controls•Tolerance of risks•Tolerance of conflicts•Focus on ends•Open-system focus
•High commitment totraining and development•High job security•Creative people
Structural Variables
Cultural Variables
Human Resource Variables
StimulatesInnovation
![Page 18: Chapter 13: Managing Change and Innovation](https://reader035.fdocuments.net/reader035/viewer/2022081505/56814acb550346895db7e295/html5/thumbnails/18.jpg)
IDEO Video
• How does IDEO stimulate creativity and innovation? Look for aspects of:– Culture– Structure– Human resources– ANYTHING ELSE!!