CHAPTER 17PLANNING& IMPLEMENTING

• INTRODUCTION• For managers to be effective

they must develop strategies to plan, direct and control change.

• To be effective managers of change, leaders must have more than good diagnostic skills.

• Managers must be able to adapt their leadership style to fit the demand.

• General Framework For Understanding Change

• Diagnosis(why change) this is the 1st and most important stage

• One must identify the need to change

• Techniques involved are: asking the right questions,sensing the environment of the organization

• Establishing effective patterns of observation and data collection

• Developing ways to process and interpret data

Diagnosis Cont’d

• Managers should attempt to find out(1) what is actually happening now in a particular situation (2)what is likely to be happening(3) what would people like to see happening in the situation (4) what are the blocks, or restraints, stopping movement from the actual to the ideal

• There are three steps in the diagnostic process

• Point of view

• Identification of problems

• Analysis

Point of View

• You should know threw whose eyes you will be observing the situation

• Look at the situation from the point of view of the people who would be affected by the change

• Be clear about your frame of reference from the beginning

Identification of Problem(s)

• A problem in a situation exist when there is a discrepancy between what is actually happening and what you would like to see happen.

• Change efforts involve attempting to reduce discrepancies between the real and the ideal.

• Two potential areas for discrepancy-end result variables and intervening variables

• Good theory is just organized common sense

• Refer to pg. 379-questions to help you determine what is happening in your situation and is there need for change

Analysis-An Outgrowth of Problem Identificatin

• Once a problem has been identified, the goal of analysis is to determine why the problem exists.

• Examine casual variable-the independent variables that can be altered or changed by the organization and its management such as leadership or management style, organizational structure, and organizational objectives.

• Refer to pg. 380-questions to help determine the discrepancy

Implementation-Getting From Here to There

• Implementation process involves- identifying alternative solutions and appropriate implementation strategies, anticipating the probable consequences of each of the alternative strategies, and choosing a specific strategy and implementing it.

• Diagnostic data is changed into goals and plans,strategies, and procedures.• Questions such as : How can change be effected in a work group or

organization• How will it be received?• Once analysis is completed, the next step is to determine alternative

solutions to the problems and determine appropriate implementation strategies.

• Three approaches are helpful in the implementation process: Lewin’s change process and force field analysis and Schien’s idea of psychological safety.

Lewin’s Change Process

• Three phases of the change process: unfreezing, changing, and refreezing.

Unfreezing

• The aim is to motivate and make the individual or the group ready to change.

• Thawing out process in which the forces acting on individuals are rearranged so they see the need for change.

• These elements are present when drastic unfreezing is necessary:• The individuals being changed are physically removed from the

accustomed routines, sources of information,and social relationships• All social supports are undermined and destroyed• The individuals being changed are demeaned and humiliated so that

they will see their old attiudes or behavior as unworthy and motivated to change

• Breaking down of folkways, customs, and traditions(the old way of doing things)

Changing

• Identification: occurs when one or models are provided in the environment

• Internalization: occurs when individuals are placed in a new behavior patterns not only because they are necessary for survival, but new high-strength needs are induced by coping behavior

• Compliance: another mechanism for inducing change.It occurs when an individual is forced to change by the direct manipulation of rewards and punishment by someone in a power position.

Refreezing

• The process by which the newly acquired behavior comes to be integrated as patterned behavior into the individual’s personality or ongoing significant emotional relationships.

• The environment must reinforce the new patterns.

Force Field Analysis

• A technique developed by Kurt Lewin-in any situation there are both driving and restraining forces that influence any change that may occur.

• Driving forces are those forces affecting a situation that are pushing in a particular direction.

• Restraining Forces are forces acting to restrain or decrease the driving forces.(apathy, hostility, and poor maintenance are examples of restraining forces.

• Equilibrium is the current level of productivity, can be raised or lowered by changes in the relationship between the driving and the restraining forces.

Schein’s Psychological Safety

• Two types of anxiety suggested by Schein are:

• Anxiety 1…is associated with inability or unwillingness to learn something new because it appears too difficult or disruptive

• Anxiety 2…is the induced anxiety of continuing to do something that will lead to failure.

• Anxiety 1 is caused by the fear of changing.

• Anxiety 2 must be greater than anxiety 1 for change to occur

• Phase 1. Increase anxiety 2 (fear of not changing)

• Phase 2. Decrease anxiety 1(fear of changing)

• Refer to pg. 387-process of changing

First-Order And Second-Order Chances

• Continuous-First order change-change that occurs in a stable system that itself remains unchanged

• Discontinuous-second order change occurs when fundamental properties or states of the system are changed.

• Adaptation theories maintain that individual firms monitor their environments continuously and make purposeful adjustments to them.

• Incrementalism refers to organizational changes in new products, structures, and processes

• Evolution theories describe the first-order changes that industries experience.• Natural selection mechanisms view the entry and exit firms in an industry as the

primary method of evolution.• Metamorphis-second order change entire firm goes through a transformation

• Revolutionary Change occurs when an entire industry is restructured and reconstituted during a brief period of quantum change.

• Most organizational changes you initiate as a leader will occur on a level of first-order change.

Levels of Change

• There are four levels of change:

• Knowledge –easiest change to manage

• Attitudinal Changes-Emotionally charged in a positive or negative way.

• Individual Behavior-significantly more difficult and time consuming

• Group or organizational performance changes may be very time consuming process.

Participative Change

• This cycle is implemented when new knowledge is made available to the individual or group

Directive Change

• This change cycle begins when change is imposed on the total organization by some external force, such as higher management, the community or new laws.

• In cases when change is forced, the new behavior sometimes creates the kind of knowledge that develops commitment to the change and the change begins to resemble participative change as it reinforces individual and group behavior.

Best Strategy For Change

• There is no best strategy for implementing change. Effective change agents are identified as those who can adapt their strategies to the demands of their unique environment.

Advantages and Disadvantages of Change Cycles

• A significant advantage of the participative change cycle is that once the change is accepted, it tends to be long-lasting.

• Speed is also an advantage of participative change.

• The disadvantage of participative change is that it tends to be slow and evolutionary-it may take years to implement a significant change.

• Another disadvantage is that it tends to be volatile.Often resulting in animosity, hostility, and overt and covert behavior to undermine overthrow.

Change Process-Recommended Action

• Unless there is a high probability that a desired consequence will occur and that the consequence will be the same as the conditions that would exist if the problem were not present, then you have not solved the problem or changed the situation.

• The ultimate solution to a problem (the change effort)may not be possible overnight, and, therefore, interim goals must be set along the path to the final goal (the solving of the problem)