Steps in Successful Organizational Change Lewins Change Model - - PowerPoint PPT Presentation

Steps in Successful Organizational Change

2-3

Lewin’s Change Model

Unfreezing Movement Refreezing

Three Distinct Organizational Change Phases

Make the Case for the Change Initiative Build the Organizational Capacity for Change Build Momentum for Change Initiative Preserve and Continue to Build Organizational Capacity for Change Institutionalize Change Initiative

Mobilization Phase Movement Phase Sustain Phase

Kotter’s 8 Steps

Establishing a Sense of Urgency Forming a Powerful Guiding Coalition Creating a Vision Communicating a Vision Empowering Others to Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and Producing Still More Change Institutionalizing New Approaches Mobilization (Unfreeze) Movement (Change) Sustain (Refreeze)

Reasons for Individual Resistance to Change

Forces for Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics

Source: Lewin, K. 1947. Frontiers in group dynamics. Human Relations 1 (5): 41.

Resistance to and Costs of Change

Resistance to Change Costs of Change

• Anger
• Active or passive aggression
• Withdrawal
• Fear of loss
• Change in reward structure
• Power shifts
• Requirement for new

competencies

• Need for new relationships
• Challenge to identity
• Require time and energy

Raising Dissatisfaction

Dissatisfaction — Emotional energy about performance or opportunity gaps

– Communicate NEED for change and COSTS of not changing – Performance / opportunity gap analysis (internal and external)

Comparative data Contextual landscape analysis Benchmarking Employee attitudes

– Sharpen awareness of gap analysis – Involve key people

P: Some Key Process Choices

Build Credibility Communication Plan Pace and Involvement Training Build Coalition Metrics and Measurement Build Organizational Capability

Pace of Change

Directive Persuasion

• Urgency or crisis
• High dissatisfaction
• Low resistance
• High level of support
• Change agent has relevant

information

• Changes are clear
• Not a crisis
• High need for commitment

to engage in change

• Change is not clear
• Change is complex
• Change agent needs support
• f key constituents

Source: Kanter, R. 1983. The Change Masters. New York: Touchstone.

Six Types of Change Levers

– Enabling – These levers raise awareness for targets

• Credibility (e.g., invite external consultant to extoll change)
• Communication (e.g. initiate town hall meeting)
• Training (e.g. provide external training experience)

– Substantive – These levers facilitate adoption by targets

• Technical (e.g., align the reward system to with change initiative)
• Political (e.g., privately confront a resister)
• Cultural (e.g., tell a success story)

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 9-12

Designing Interventions

• To discuss criteria for effective interventions
• To discuss issues, considerations, constraints,

ingredients, and processes associated with intervention design

• To give an overview of the various

interventions used in the book

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Definition of Interventions

An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. Interventions purposely disrupt the status quo.

Characteristics of Effective Interventions

• Is it relevant to the needs of the organization?

– Valid information – Free and Informed Choice – Internal Commitment

• Is it based on causal knowledge of intended
• utcomes?
• Does it transfer competence to manage change to
• rganization members?

• What are the Change Interventions you have experienced or

know about?

Intervention Overview

• Human Process Interventions
• Technostructural Interventions
• Human Resources Management

Interventions

• Strategic Interventions

Human Process Interventions

• Process Consultation and Team Building
• Conflict Resolution
• Organization Confrontation Meeting
• Intergroup Relationships
• Large-group Interventions

Technostructural Interventions

• Structural Design
• Downsizing
• Reengineering
• Parallel Structures
• High Involvement Organizations
• Total Quality Management
• Work Design

Human Resources Management Interventions

• Performance Management System
• Reward Systems
• Coaching and Mentoring
• Career Planning and Development
• Training, MDP and LDP
• Managing Work Force Diversity
• Fun @ Work
• Employee Wellness Programs

Strategic Interventions

• Transformational Change

– Integrated Strategic Change – Organization Design – Culture Change

• Transitional Change

– Mergers and Acquisitions – Alliances and Networks

Strategic Interventions

• Transorganizational Change

– Self-designing Organizations – Organization Learning and Knowledge Management – Built to Change Organizations

The Design of Effective Interventions

• Contingencies Related to the

Change Situation

• Readiness for Change
• Capability to Change
• Cultural Context
• Capabilities of the Change Agent