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Chapter Nine

Chapter Nine. Leading Change. Forces for Change. External Forces Economic & political Cultural and social Demographic Industry Technological . Internal Forces Low performance New leadership Low satisfaction New mission Conflict. CHANGE. Culture and Change.

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Chapter Nine

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  1. Chapter Nine Leading Change

  2. Forces for Change • External Forces • Economic & political • Cultural and social • Demographic • Industry • Technological • Internal Forces • Low performance • New leadership • Low satisfaction • New mission • Conflict CHANGE

  3. Culture and Change Cultural factors that may affect how change is perceived: • Tolerance for ambiguity • Higher tolerance likely to make change seem as opportunity • Perception of time • Present- and future-oriented cultures likely to react positively to change

  4. Types of Change • Planned • Unplanned • Evolutionary • Convergent (planned evolution) • Revolutionary

  5. Lewin’s Model for Change • Unfreezing Prepare people for change by establishing need for change • Changing: Implement desired changes • Refreezing Help change take hold by providing support, resources, and time

  6. The Process of Planned Change Current State Desired State Step 1: Recognition of need for change Step 2: Development of ideas for change Step 6: Evaluation Step 3: Adoption of one or more ideas Step 5: Allocation of resources Step 4: Implementation

  7. Dealing with Unplanned Change • Avoid becoming too formal, hierarchical, and inflexible • Infuse controlled unpredictability and spontaneity (i.e. “inoculation”) • Be proactive in introducing change • Experiment with new ideas, methods, and processes • Replace and rotate leaders • Invent the competition

  8. Organizational Causes of Resistance to Change • Inertia • Organizational culture • Structure • Lack of rewards for change • Poor timing

  9. Group Causes of Resistance to Change • Group norms • Group cohesion

  10. Individual Causes of Resistance to Change • Fear of the unknown • Fear of failure/incompetence • Job security • Individual characteristics and traits • Previous negative experiences with change • Competence!

  11. Dealing with Resistance to Change • Education and communication • Participation and involvement • Facilitation and support • Negotiation / “Deal-making” • Manipulation • Coercion

  12. Elements of a Motivating Vision (for change) • Simple and clearly understandable • Challenging and idealistic while realistic and achievable • Appeals to values, emotions, and ideals • Forward-looking, while based on present situation

  13. Factors that Help Creativity and Improvisation in Organizations • Open and supportive leadership • Flexible structure; low centralization • Encouraging a questioning attitude • Tolerating (and maybe even rewarding) mistakes • Rewarding creativity and improvisation

  14. Supporting Learning Organizations • Being open to new ideas • Emphasizing local solutions • Providing time for learning

  15. Blocks to Learning Organizations • Organizational • Learning Disabilities • Isolated Jobs • Ignoring gradual change • Emphasis on events • Blaming others • Skilled incompetence • Illusion of taking charge Organization Leaders and Members Learning

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