Transcript Introduction - Brock University

Agenda
Exam
Q/A (Consulting Projects)
Chapter 9 (a bad vibe in the USA – why?)
Introduction
We do not have to change,
because staying in business
is not compulsory.
W. Edwards Deming
Class task
1.
2.
Chapter 9 (Innovation
+ Change)
What should a new
business building look
like? (underlying
theme: Changing
nature of education)
Innovation
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Yea not busy being born – is busy dying
(Bob Dylan)
Product / Process Innovation
Innovation Lab (new building)
Innovation Process: Imagine, Design,
Experimentation, Feasibility, Final
Organizational Change
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A recent study n=309
HRM executives
100% were going
through – merger,
acquisition, divestiture,
global competition,
restructuring
Types of Change
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Reactive Change – respond to environment
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Planned Change – anticipated moves to environment
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Incremental Change – minor adjustments
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Transformational Change – major and comprehensive
What do Organizations Change?
Examples …
 Culture
 Structure
 Technology
 Physical Settings
 People
Reflect on your presentation organization –
did they go through any change?
Scenario – One Family
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Imagine that Canada has
just been “Merged” with the
USA
Reason: Allows for some
savings in overhead
Head office is going to
Washington
People now called North
Americans (shortened to
Americans)
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How would people
from Canada feel?
How would people
from the USA feel?
Who else is affected
by change?
Would this be a
good thing / bad
thing? Why?
Sources of Individual
Resistance to Change
Loss of Face
Lack of Purpose
Disrupted Habits
Individual
resistance
Fear of
the unknown
Loss of control
Work Overload
Sources of Organizational
Resistance to Change
Threat to
established
resource
allocations
Threat to
established
power
relationships
Threat to
expertise
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Structural
inertia
Organizational
resistance
Limited
focus of
change
Group
inertia
Which ones would be happening with the change?
Sources of Resistance to Change
Level One
Level Two
Lack of
Information
Personal
Reasons
Honest
Disagreement
Emotional
Issues
Power of Emotional Appeals
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Cognitive – Emotional
Emotional Arguments – danger, loss,
unpleasantness, risk
Metaphors – machine, family, turn
out the lights
Emotional Modes – pictures, slogans,
music, colour
Humour – appropriate / un
Display emotions – smiles, speech
tone, expressive
Change Agent Task
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In a group, prepare an emotional
argument to persuade Canadians to
change our flag to …
Your group
maybe asked
to present
their
emotional
appeal
http://www.youtube.com/watch?v=pnpVH7kIb_8
Lewin’s Three-Step
Change Model
Unfreezing
Movement
Refreezing
Unfreezing: getting ready for change
GOAL - minimizing resistance
Moving: Making the change
GOAL - changing people (individuals and groups);
tasks; structure; technology
Refreezing: Stabilizing the change
GOAL - reinforcing outcomes, evaluating results,
making constructive modifications
Unfreezing the Status Quo
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time
Unfreezing
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Arouse dissatisfaction with the current state
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Activate and strengthen top management
support
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need to break down power centres
Use participation in decision making
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tell them about deficiencies in organization
get people involved
Build in rewards
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tie rewards to change/use recognition, status
symbols, praise to get people to go along
Moving
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Establish goals
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Institute smaller, acceptable changes that
reinforce and support change
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e.g. procedures and rules, job descriptions, reporting
relationships
Develop management structures for change
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e.g. make business profitable by end of next year
e.g. plans, strategies, mechanisms that ensure change
occurs
Maintain open, two-way communication
Refreezing
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Build success experiences
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Reward desired behaviour
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GOOD - reward behaviour that reinforces changes
BAD - reward old system (e.g., people relying on old
systems while computerization is going on)
Develop structures to institutionalize the change
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Set targets for change, and have everyone work toward
targets
Organizational retreats, appropriate computer technology,
performance appraisals that examine change efforts
Make change work
Management Smarts 9.1
1.
2.
3.
4.
5.
6.
7.
Sense of Urgency
Powerful Coalition
Vision – create and communicate
Empower others
Celebrate Short-term wins
Build on success – alignment
Keep on message – don’t declare
victory too soon
Final Exam: December 11th
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One Case
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Follow our 5 step model
8:00 – 11:00 am (yikes)
One page ‘helper’ sheet
Next Class
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Reminder: Group Presentation
Next, next Class: Chapter 8
Organizational Design – I will also send
out a case via email for us to prepare
and work through.