Managing Change &

Stress
Group B, Kelas G111

How do Organization know

when they have to change?
External Forces
Internal Forces

Forces to Change
External
Demographic Characteristics
Technological Advancements
Shareholder, Customer, and
Market Changes
Social and Political Pressures

Internal
Human Resource
Problem/Prospects
Managerial Behavior/Decisions

The Need for Change

Type of Change

Lewins Change
Model

Kurt Lewin, a social psychologist, developed a threestage model of planned change : initiate, manage and
stabilize the change process

The 3 stages of Change :

UNFREEZING

Focus : Create the Motivation To Change

Technique : Benchmarking & Devise Barriers

CHANGING

Focus : Targeted at some type desired-end result

FREEZING

Focus : Helping employees integrate the changed

behavior or attitude into their normal way of doing
things

A System Model of
Change

8 Steps to Leading
Organizational
Change
Description

Step
1)

Establish a sense of
urgency

2)

Create the guiding

coalition

3)

Develop a vision and

strategy

4)

Communicate the
change-vision

Unfreeze the organization by creating

a compelling reason for why change
is needed
Create a cross-functional, cross-level
group of people with enough power to
lead the change
Create a vision and strategic plan to
guide the change process
Create and implement a
communication strategy that
consistently communicates the new
vision and strategic plan

8 Steps to Leading
Organizational
Change
Step

Description

5)

Empower broadbased action

6)

Generate short-term
wins

7)

Consolidate gains
and produce more
change

8)

Anchor new
approaches in the
culture

Eliminate barriers to change, use

target elements of change to
transform the organization
Plan for and create short-term wins
or improvements
The guiding coalition uses credibility
from short-terms wins to create
change. Additional people are brought
into the change process as change
cascades throughout the organization
Reinforce the changes by highlighting
connections between new behaviors
and processes and organizational
success

Change through
Organizational
Development

4 Characteristics of OD :

Involves Profound Change

Value Loaded

Diagnosisi/Prescription Cycle

Process-Oriented

Some OD Interventions for Implementing Change

Survey Feedback

Process Consultation

Team Building

Intergroup Development

Technostructural Activities

Why People Resist

Change?

An Individual s
predisposition toward
change
Surprise and fear the
unknown

Disruption of cultural
traditions or group
relationships

Personality conflicts

Lack of Tact or Poor

Timing

Non reinforcing
reward system

Past Success

Climate of mistrust

Fear of Failure

Loss of Status or Job

Security

Peer Pressure

6 Strategies for
Overcoming
Resistance to Change

Education + Communication

Participation + Involvement

Facilitation + Support

Negotiation + Agreement

Manipulation + Co-optation

Explicit + Implicit coercion

A Model of
Occupational Stress

Social Support
Hardiness
Type A Behavior

Self-Reduction
Techniques

Employee Assistance Program

(EAP)

Holistic Wellness Approach

Self-responsibility
Nutritional Awareness
Stress Reduction & Relaxation
Physical fitness
Environmental Sensitivity

Thank You