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Organization Development and Change

Organization Development and Change. Chapter Ten: Leading and Managing Change. Thomas G. Cummings Christopher G. Worley. Learning Objective for Chapter Ten. To understand the different elements of a successful change program. Change Management Activities. Motivating Change.

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Organization Development and Change

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  1. Organization Development and Change Chapter Ten: Leading and Managing Change Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivefor Chapter Ten • To understand the different elements of a successful change program Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  3. Change Management Activities Motivating Change Creating Vision Effective Change Management Developing Political Support Managing the Transition Sustaining Momentum Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  4. Motivating Change • Creating Readiness for Change • Sensitize the organization to pressures for change • Identify gaps between actual and desired states • Convey credible positive expectations for change • Overcoming Resistance to Change • Provide empathy and support • Communicate • Involve members in planning and decision making Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  5. Creating a Vision • Discover and Describe the Organization’s Core Ideology • What are the core values that inform members what is important in the organization? • What is the organization’s core purpose or reason for being? • Construct the Envisioned Future • What are the bold and valued outcomes? • What is the desired future state? Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  6. Managing Political Support • Assess Change Agent Power • Identify Key Stakeholders • Influence Stakeholders Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  7. Sources of Power and Power Strategies for Change Agents Knowledge Playing it Straight Using Social Networks Others’ Support Going Around the Formal System Personality Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  8. Managing the Transition • Activity Planning • What’s the “roadmap” for change? • Commitment Planning • Who’s support is needed, where do they stand, and how to influence their behavior? • Management Structures • What’s the appropriate arrangement of people and power to drive the change? Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  9. Change as a Transition State Desired Future State Current State Transition State Cummings & Worley, 7e (c) 2001 South-Western College Publishing

  10. Sustaining Momentum • Provide Resources for Change • Build a Support System for Change Agents • Develop New Competencies and Skills • Reinforce New Behaviors • Stay the Course Cummings & Worley, 7e (c) 2001 South-Western College Publishing

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