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How to cope with Change

How to cope with Change. By T M Jayasekera. Learning outcomes . Organizational change Lewin’s force field model Resistance minimizing resistance Organizational development Emerging OD practices . Change. Existing position . Desired position . Change .

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How to cope with Change

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  1. How to cope with Change By T M Jayasekera

  2. Learning outcomes • Organizational change • Lewin’s force field model • Resistance minimizing resistance • Organizational development • Emerging OD practices

  3. Change Existing position Desired position Change

  4. Some External Forces for Change • Easier information transfer • Facilitates global structures • Requires new competencies and expectations • Facilitates telecommuting; new employment relationships • More emphasis on knowledge management Information Technology

  5. Some External Forces for Change • Global competition • Technology makes it easier to compete quickly • Results in restructuring, outsourcing, mergers • produces many employment changes Globalization & Competition

  6. Some External Forces for Change • More educated workforce • want involvement; interesting work • Younger generation • less intimidated by status • want a more balanced work life • Cultural changes • more individualism in traditionally collectivist countries Demography

  7. Restraining Forces Driving Forces Restraining Forces Restraining Forces Driving Forces Driving Forces Force Field Analysis Desired Conditions Current Conditions BeforeChange AfterChange DuringChange

  8. Resistance to Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics Rewards, selection, training Forces for Change

  9. Unfreezing, Changing and Freezing • Unfreezing Driving forces are stronger than the restraining forces • Changing Systems Attitudes Behavior • Refreezing Systems and conditions are introduced

  10. Creating an Urgency for Change • Need to motivate employees to change • Most difficult when organization is doing well • Must be real, not contrived • Customer-driven change • Adverse consequences for firm • Human element energizes employees

  11. How to minimize employees’ resistance Communication Minimizing Resistance to Change Coercion Training Negotiation Employee Involvement Stress Management

  12. Refreezing the Desired Conditions Creating organizational systems and team dynamics to reinforce desired changes • alter rewards to reinforce new behaviors • new information systems guide new behaviors • recalibrate and introduce feedback systems to focus on new priorities

  13. Conditions for Diffusing Change • Successful pilot study • Favorable publicity • Top management support • Labor union involvement • Diffusion strategy described well • Pilot program people moved around

  14. Organizational Development A planned system wide effort, managed from the top with the assistance of a change agent, that uses behavioral science knowledge to improve organizational effectiveness.

  15. Introduce Change Evaluate/ Stabilize Change Action Research Process Establish Client- Consultant Relations Diagnose Need for Change Disengage Consultant’s Services

  16. Ethics in OD • Individual privacy rights • Managers’ power • Individuals’ self esteem • Client relationship

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