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“If you want to make enemies, try to change something.” ~Woodrow Wilson. Change Management. Jennifer J Lynch, CFE Residential Appraiser Pinellas County Property Appraiser. Change Process Viewpoints. Calm Water Metaphor. Change Process Viewpoints. The Calm Waters Metaphor
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“If you want to make enemies, try to change something.” ~Woodrow Wilson
Change Management Jennifer J Lynch, CFE Residential Appraiser Pinellas County Property Appraiser
Change Process Viewpoints Calm Water Metaphor
Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state
Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo
Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo • Changing to a new state
Change Process Viewpoints • The Calm Waters Metaphor • Symbolizes a break in the organization’s equilibrium state • Unfreezing the status quo • Changing to a new state • Refreezing to make the change permanent
Change Process Viewpoints White-water Rapids Metaphor
Change Process Viewpoints • White-water Rapids Metaphor
Change Process Viewpoints • White-water Rapids Metaphor • Lack of environmental stability and predictability • Requires managers and organizations continually adapt (manage change actively) to survive
Assumptions about Constant Change • Change can begin anywhere.
Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work.
Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information.
Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information. • The critical skill is “learning how to learn.”
Assumptions about Constant Change • Change can begin anywhere. • Everyone is responsible for making change work. • There is never enough information. • The critical skill is “learning how to learn.” • There is no quick fix.
Assumptions about Constant Change cont. • Change is both toxic and tonic.
Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless.
Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless. • Change challenges people in power.
Assumptions about Constant Change cont. • Change is both toxic and tonic. • Change is stressless only for the mindless. • Change challenges people in power. • Change makes the natives restless.
Reaction-to-Change InventoryCircle the words below that you most frequently associate with change: Adjust Different Opportunity Alter Disruption Rebirth Ambiguity Exciting Replace Anxiety Fear Revise Better Fun Stress Challenging Grow Transfer Chance Improve Transition Concern Learn Uncertainty Death Modify Upheaval Deteriorate New Vary
Reaction-to-Change InventoryCircle the words below that you most frequently associate with change: Adjust 0 Different 0 Opportunity + Alter 0 Disruption - Rebirth + Ambiguity - Exciting + Replace 0 Anxiety - Fear - Revise 0 Better + Fun + Stress - Challenging + Grow + Transfer 0 Chance 0 Improve + Transition 0 Concern - Learn + Uncertainty - Death - Modify 0 Upheaval - Deteriorate - New + Vary 0
Reaction-to-Change Inventory How do you measure up? • 40 or above: Strong supporter of change • 20 to 30: Moderate supporter of change • -10 to 10: Willing to comply with change • -20 to -30: Moderate resistance to change • -40 or below: Strong resistance to change
What Is Organizational Change? • Organizational Change
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job
What Is Organizational Change? • Organizational Change • Any alterations in the people, structure, or technology of an organization • Characteristics of Change • Is constant yet varies in degree and direction • Produces uncertainty yet is not completely unpredictable • Creates both threats and opportunities Managing change is an integral part of every manager’s job employee’s
Forces for Change • External forces • Marketplace
Forces for Change • External forces • Marketplace • Governmental laws and regulations
External forces Marketplace Governmental laws and regulations Technology Forces for Change
External forces Marketplace Governmental laws and regulations Technology Labor markets Forces for Change
External forces Marketplace Governmental laws and regulations Technology Labor markets Economic changes Forces for Change
Internal Forces Changes in organizational strategy Forces for Change
Internal Forces Changes in organizational strategy Workforce changes Forces for Change
Internal Forces Changes in organizational strategy Workforce changes New equipment Forces for Change
Internal Forces Changes in organizational strategy Workforce changes New equipment Employee attitudes Forces for Change
Work specialization, departmentalization, chain of command, span of control, Structure centralization, formalization, job redesign, or actual structural design Work processes, methods, T echnology and equipment Attitudes, expectations, perceptions, People and behavior Three Categories of Change
Introducing Change • Have a good reason for making the change
Introducing Change • Have a good reason for making the change • Involve people in change
Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process
Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process • Create transition management teams
Introducing Change • Have a good reason for making the change • Involve people in change • Put a respected person in charge of the process • Create transition management teams • Provide training in new values, skills & behaviors
Introducing Change cont. • Bring in outside help
Introducing Change cont. • Bring in outside help • Establish symbols of change
Introducing Change cont. • Bring in outside help • Establish symbols of change • Acknowledge and reward people
Resistance to Change (or) Anticipated Change People are affected by Change Individuals react differently to change with varying degrees of acceptance