Organisational Behaviour - Org Change
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Transcript of Organisational Behaviour - Org Change
Lessons from Kathryn
Organisational Behaviour
Organisational Change
This Week
Lewins Force Field Analysis Model
Social psychologist Kurt Lewin
Diagnose the driving and restraining forces for change agents
3
Why Employees Resist Change
Direct Costs
Saving Face
Fear of the Unknown
Breaking Routines
Breaking Team Dynamics
Breaking Organisational Systems
Unfreezing - Creating an Urgency to Change
Customer-Driven change
Without External Forces
How? Even if were already successful?
A lot of persuasive influence to help employees visualise a more attractive future.
Result: the current situation is less appealing
When the vision connects to employee values and needs, it can be a motivating force for change even when external problems are not strong.
Studies found that when the org is performing well, decision makers become less vigilant of external threats and are more resistant to change.
Complacency
5
Reducing the Restraining Forces
StrategyApplicationProblemsCommunicationUrgency for change is minimalResist change from fear of unknownTime consumingCostlyLearningBreaking old routinesAdopt new patternsTime consumingCostlyEmployee involvementWhen change effort needs employee contributionEmployee ideas would improve changeSome employees need to save faceTime consumingMay lead to conflict/poor decisionsReducing the Restraining Forces
StrategyApplicationProblemsStress managementWhen the above three strategies to do sufficiently ease employees worriesTime consumingPotentially expensiveMethods may not reduce stress for all employeesNegotiation Employees will lose something of value from the changeOrg must change quicklyMay be expensiveProduces compliance, but not commitment to changeCoercionWhen other strategies are ineffectiveOrg must change quicklyCan lead to subtle form of resistanceLong term antagonism with the change agentRefreezing the Desired Conditions
People are creatures of habit
Realigning org systems and team dynamics with the desired changes
Changing the physical structure and situational conditions
Org rewards
Should be realigned to motivate and reinforce efficient behaviour
Feedback mechanisms
Are the employees demonstrating new behaviours?
Are the employees achieving the org goals?
Leadership, Coalitions and Pilot Projects
Effective Change Process
Transformational Leadership
Key element = strategic vision
Sense of direction
Evaluation of success to changes
Emotional foundation linking employees values and self-concept
Minimises employee fear of the unknown
Better understanding of what behaviours should be learned in the future
Coalitions and Social Networks
Change agents cannot lead the initiatives alone
Guiding Coalition
Influence leaders and respected employee peers to disperse commitment to org change
Viral Change
Not easily controlled
Word-of-mouth / viral marketing
Provides behavioural observation humans observe each others behaviour and adopt behaviours that are rewarded
Pilot Projects
The cautious approach that tests the effectiveness of change
More flexible
Less risky
Easier to select org pilot group ready for change
Strategies for diffusing change from Pilot Projects
Motivate
Ability
Role Perceptions
Situational Function
Action Research Approach to Change
Problem-focussed change process
Combines action orientation (changing behaviour + attitudes and research orientation (testing theory via data collection and analysis)
Change agents need to anticipate both inended and unintended consequences of interventions
Is an open system = requires knowledge + commitment of members within system
13
Form client-consultant relationship
Diagnose need for change
Gather data
Introduce intervention
Implement incremental or quantum change
Analyse data
Decide objectives
Evaluate and stabilise change
Determine change effectiveness
Refreeze
Disengage consultant services
Sound CanvasTrack 1 #2
Sound CanvasTrack 1 #3
Sound CanvasTrack 1 #4
Sound CanvasTrack 1
Track 21997 Joe Gershen / Eat-At-Joe's Music