Methods to adapt

Organizational Changes

18-1

Copyright © 2005 Prentice-Hall

 Learning Objectives
• Appreciate the Necessity of Managing
Change
• Recognize What Causes Change
• Identify Targets for Change
• Plan and Implement Change
• Recognize and Overcome Resistance to
Change
• Lead the Planned Change Process
 Why is it Important to Adapt to
Change?
• Individuals, teams, or organizations that
do not adapt to change in timely ways
are unlikely to survive.
Adapting to Change

• Individuals, teams and

organizations that
recognize the
inevitability of change,
learn to adapt to it, and
attempt to manage it,
will be the most
successful.
 What is Change?
• Coping process of moving from a
unsatisfactory present state to a desired
state
Reacting to Change
• Unplanned
• “Fire fighting”
 Planned Change
• Results from
deliberate attempts
by managers to
improve
organizational
operations
 Unfreeze

Change

Three Phases of
Planned Change Refreeze
Unfreezing
• Help people accept
that change is
needed because
the existing
situation is not
adequate
 Changing
• Involves
rearranging of
current work norms
and relationships to
meet new needs
Refreezing
• Reinforces the
changes made so
that the new ways
of behaving
become stabilized
Managing the Planned Change
Process
• Improving the organization’s ability to
cope with unplanned changes that are
thrust upon it
• Modifying employee’s attitudes and
behaviors to make them more effective
contributors to the organization’s goals
 Steps in the Planned Change
Process
Recognize the need
for change

Diagnose and
plan change

Manage the
transition

Measure results
Maintain change
 Initiating the Planned Change
Process
• Recognize the need for change
• Diagnose and plan change
• Formulate Goals
• Determine stakeholders’ needs
• Examine driving and restraining forces
 Force-Field Analysis
• Process of analyzing the forces that
drive change and the forces that
restrain it
 Driving Forces
• Factors that push
toward the new,
more desirable
status quo
Restraining Forces
• Factors that exert
pressure to
continue past
behaviors or to
resist new actions
Force-Field Analysis Model
Restraining Forces

Quasi-
Stationary
Equilibrium

Driving Forces
Managing the Planned Change
Process
• Consider contingencies to determine
the best interventions
• Manage the transition
• Measure results
• Maintain change
 Targets for Organizational Change
• Strategy – Develop new visions, missions,
strategic plans
• Structure – Add a new department or
division, or consolidate two existing ones
• People – Replace a person or change
knowledge, skills, attitudes, or behaviors
• Technology – upgrade a data processing
system
• Management –Encourage participation by
those involved in solution of problems
 Reasons for Resistance to
Change
• Selective Perception • Resentment Toward
• Lack of Information the Initiator
• Fear of the Unknown • Sub-Optimization
• Habit • Structural Stability
 Overcoming Resistance to
Change
• Education and Communication
• Participation and Involvement
• Facilitation and Support
• Negotiation and Agreement
• Manipulation and Co-optation
• Coercion
• Promote Positive Attitudes Toward Change
Leading Organizational Change
• Establish a Sense of Urgency
• Form a Powerful Guiding Coalition
• Develop a Compelling Vision and Strategy
• Communicate Widely
• Empower Others to Act on the Vision
• Generate Short-term Wins
• Consolidate Gains and Create Greater
Change
• Institutionalize Changes in the Organizational
Culture
Thank You