Chapter 7

1. Chapter 7 Managing Change, Stress, and Innovation 管理變革、壓力、及創 新 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

2. True or false? If you always do what you’ve always done, you’ll always get what you’ve always gotten. Change is the only thing that will never change. 改變是常態 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

3. 思考一下： • Nokia原來是做什麼的？ • 康寧現在主要產業是什麼？ • 十年前的一百大現在都在那裡？ • 2006年8月8日，亞馬遜網路書店條列的書目中有5萬6170本書的書名中有「變」（change）這個字；1萬1195本書的書名中有企業變革（business change）這個詞；另外有2404本書的書名有「全球變化」（global change）這個詞 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

4. 變革三定理 • 改變不見得成功 • 不改變絕對失敗 • 唯有妥善的規畫與管理才能確保變革成功 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

5. What Is Change? • Change • An alteration of an organization’s environment, structure, technology, or people組織環境、結構、技術或人員的變遷 • A constant force • An organizational reality • An opportunity or a threat • Change agent變革經理人 • A person who initiates and assumes the responsibility for managing a change in an organization Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

6. Three Categories of Change 態度 期望 認知 行為 職權關係 協調機制 工作重新設計 控制幅度 工作程序 工作方法 器具 EXHIBIT 7.1 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

7. External forces外在力量 Marketplace competition Government laws and regulations New technologies Labor market shifts Cycles in the economy Social change Internal forces Strategy modifications New equipment New processes Workforce composition Restructured jobs Compensation and benefits Labor surpluses and shortages Employee attitudes Forces For Change Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

8. Two Views Of The Change Process • “Calm waters”靜海揚帆metaphor • A description of traditional practices in and theories about organizations that likens the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm • “White-water rapids”急流泛舟metaphor • A description of the organization as a small raft navigating a raging river Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

9. Change in “Calm Waters” • Kurt Lewin’s Three-Step Process • Unfreezing解凍現狀 • The driving forces, which direct behavior away from the status quo, can be increased. • The restraining forces, which hinder movement from the existing equilibrium, can be decreased. • The two approaches can be combined. • Implementation of change執行改變 • Refreezing凍結變革 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

10. The Change Process EXHIBIT 7.2 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

11. Change In “White-water Rapids” • Change is constant in a dynamic environment. • The only certainty is continuing uncertainty. • Competitive advantages do not last. • Managers must quickly and properly react to unexpected events. • Be alert to problems and opportunities • Become change agents in stimulating, implementing and supporting change in the organization Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

12. 這個故事告訴我們什麼？ 美國鐵路兩條鐵軌之間的標準距離是四點八五英尺。這是一個很奇怪的標準，究竟從何而來的？ 原來這是英國的鐵路標準，因為美國的鐵路最早是由英國人設計建造的。那麼，為什麼英國人用這個標準呢？ 原來英國的鐵路是由建電車軌道的人設計的，而這個四點八五英尺正是電車所用的標準。電車軌標準又是從哪裡來的呢？ 原來最先造電車的人以前是造馬車的。而他們是用馬車的輪寬做標準。那麼，馬車為什麼要用這個一定的輪距離標準呢？ 因為如果那時候的馬車用任何其他輪距的話，馬車的輪子很快會在英國的老路上撞壞的。為什麼？ 因為這些路上的轍跡的寬度為四點八五英尺。這些轍跡又是從何而來呢？ 答案是古羅馬人定的，四點八五英尺正是羅馬戰車的寬度。如果任何人用不同的輪寬在這些路上行車的話，他的輪子的壽命都不會長。我們再問：羅馬人為什麼用四點八五英尺為戰車的輪距寬度呢？ 原因很簡單，這是兩匹拉戰車的馬的屁股的寬度。故事到此應該完結了，但事實上還沒有完。 下次你在電視上看到美國太空梭立在發射臺上的雄姿時，你留意看，在它的燃料箱的旁有兩個火箭推進器，這些推進器是由設在猶他州的工廠所提供的。如果可能的話，這家工廠的工程師希望把這些推進器造得再胖一些，這樣容量就會大一些，但是他們不可以，為什麼？ 因為這些推進器造好後，要用火車從工廠運到發射點，路上要通過一些隧道，而這些隧道的寬度只比火車軌道的寬度寬了一點點，然而我們不要忘記火車軌道的寬度是由馬的屁股的寬度所決定的。 因此，我們可以斷言：可能今天世界上最先進的運輸系統的設計，是兩千年前便由兩匹馬的屁股寬度決定了。這就是路徑依賴，看起來有幾許悖謬與幽默，但卻是事實。 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

13. Why People Resist Change為何抗拒變革 恐懼未知 關心個人損失 認為變革對組織本身沒有甚麼好處 EXHIBIT 7.3 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

14. Techniques for Reducing Resistance to Change TECHNIQUE WHEN USED Education and When resistance is due to misinformation communication教育與溝通 Participation When resisters have the expertise to make參與 a contribution Facilitation and When resisters are fearful and anxiety-ridden support配合與支援 Negotiation Necessary when resistance comes from談判 a powerful group Manipulation When a powerful group’s cooperation and操縱控制 an endorsement is is needed Coercion強制 When a powerful group’s endorsement is needed EXHIBIT 7.4 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

15. Implementing Planned Changes • Organization development (OD) • An activity (intervention) designed to facilitate planned, long-term organization-wide change • Focuses on the attitudes and values of organizational members; • Is essentially an effort to change an organization’s culture. Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

16. Typical OD Techniques • Survey feedback問卷回饋 • A method of assessing employees’ attitudes toward and perceptions of a change they are encountering by asking specific questions • Process consultation程序諮商 • The use of consultants from outside an organization to help change agents within the organization assess process events such as workflow, informal intraunit relationships, and formal communications channels Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

17. Typical OD Techniques (cont’d) • Team-building建立團隊 • An activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member • Intergroup development建立團隊間之相互關係 • An activity that attempts to make several work groups become more cohesive Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

18. Stress: The Aftermath Of Organizational Change • Stress 壓力 • Occurs when individuals confront a situation related to their desires for which the outcome is perceived to be both uncertain and important. • Positive stress: when the situation offers an opportunity for one to gain something • Negative stress: when constraints or demands are placed on individuals • Stressors壓力因素 • A factor that causes stress Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

19. Sources of Stress壓力來源 • Constraints限制 • Barriers that keep us from doing what we desire. • Inhibit individuals in ways that take the control of a situation out of their hands • Demands需求 • Cause persons to give up something they desire. • Demands preoccupy your time and force you to shift priorities. Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

20. Major Stressors EXHIBIT 7.6 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

21. Personal Family issues Personal economic problems Inherent personality characteristics. Organizational Task demands Technological advancements Work process engineering Downsizing Restructuring Role ambiguity Role conflict Role overload Stressors Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

22. Organizational Stressors: Role Demands • Role conflicts衝突 • Work expectations that are hard to satisfy • Role overload超負荷 • Having more work to accomplish than time permits • Role ambiguity混淆 • When role expectations are not clearly understood Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

23. Type A personality People who have a chronic sense of urgency and an excessive competitive drive Type B personality People who are relaxed and easygoing and accept change easily Personality Types性格類別 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

24. Psychological 心理方面的symptoms Increased tension緊張 Anxiety焦慮 Boredom無聊 Procrastination拖拖拉拉 Behavior-related 行為相關的symptoms Changes in eating habits Increased smoking Substance consumption愛消費 Rapid speech言語急促 Sleep disorders睡眠失調 Symptoms Of Stress壓力的徵兆 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

25. REDUCING STRESS 降低壓力 • Person-job fit Concerns • Match employees to their jobs, clarify expectations, redesign jobs, and increase employee involvement and participation • Employee assistance programs (EAPs) • Programs that help employees overcome personal and health-related problems • Wellness programs • Programs that help employees prevent health problems Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

26. Innovation創新：新的改變 There is a lot of room of improvement in every job. Real improvement comes from Innovation. 攸關創新「五識」： • 常識 Common sense • 知識 Knowledge • 見識 Vision & Insight • 膽識 Drive • 賞識Appreciation Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

27. Stimulating Innovation激勵創新 • Creativity創造力 • The ability to combine ideas in a unique way or to make unusual connections • Innovation創新 • The process of taking a creative idea and turning it into a useful product, service, or method of operation • Perception認知 • Incubation育成 • Inspiration靈感 • Innovation創新 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

28. Structural Variables Affecting Innovation影響創新的結構變數 • Organic structures有機式的組織結構 • Positively influence innovation through less work specialization, fewer rules and decentralization • Easy availability of plentiful resources充足便利的資源 • Allow management to purchase innovations, bear the cost of instituting innovations, and absorb failures. • Frequent interunit communication強化單位間溝通 • Helps to break down barriers to innovation by facilitating interaction across departmental lines. Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

29. Characteristics of an Innovative Culture創新的文化特質 • Acceptance of ambiguity • Tolerance of the impractical • Low external controls • Tolerance of risk • Tolerance of conflict • Focus on ends rather than on means • Open systems focus Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

30. HR Variables Affecting Innovation影響創新的人力資源變數 • HR practices that foster innovation • Promotion of training and development so employee knowledge remains current • Offer employees high job security to reduce fear of making mistakes and taking risks • Encourage employees to become champions of change Management─Managing Change, Stress, and Innovation 吳明泉博士 2006