Baldwin 1e Ch15 PPT FINAL Accessible

Because learning changes everything.
Chapter 15
Making Change
ORGANIZATIONAL BEHAVIOR
FIRST EDITION
Baldwin, Bommer, Rubin
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
Learning Objectives
LO15.1: Describe the challenge of making change.

LO15.2: Describe the types of change.
LO15.3: Compare different change models.
LO15.4: Apply an actionable framework with strategies for
making change.
LO15.5: Diagnose sources of and options for reducing
change resistance.
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 2
The Challenge of Change
Change needs to happen for an organization to thrive.
Change Agent: Someone who promotes and enables change

to happen in a group or organization.
The key element in change is people.
Types of Change
Unplanned change is the result of external forces that

require reaction and adaptation.
Planned change results from deliberate attempts to improve

organizational operations.
• Research shows planned change is quite successful (51 to

80% of cases).
Models of the Change Process
Lewin’s Unfreeze-Change-Refreeze Model
Bridges Model of Transitions
Bolman & Deal’s Four Frames Model
Kotter’s Eight Stages of Change
Lewin’s Unfreeze-Change-Refreeze Model
Unfreeze: overcoming inertia and resistance.
Change: starting the intervention; anxiety is common.
• Change agents = people responsible for making or

communicating change.
Refreeze: New mindsets and behaviors are formed.
Figure 15.1 Lewin’s Model of Change
Lewin’s Forcefield Analysis
Access the text alternative for slide images.
Bridges Model of Transitions
Posits we must get to the “personal stuff” to achieve change.
Change = alteration in the external environment.
Transition = the internal process people must go through

with change.
Bridges Model of Transition
Figure 15.2 The Three Overlapping Transitions in Bridges’

Model
Bolman & Deal’s Four Frames Model 1
Four frames exist in every organization:

• Structural: Organizes and structures groups and teams to get
results.
• Human Resource: Tailors organizations to satisfy human needs,
improve human resource management, and build positive
interpersonal and group dynamics.
• Political: Deals with power and conflict, builds coalitions, hones
political skills, and builds positive interpersonal and group
dynamics.
• Symbolic: Shapes a culture that gives purpose and meaning to
work, stages organizational drama for internal and external
audiences, and builds team spirit through ritual, ceremony, and
story.
Bolman & Deal’s Four Frames Model 2
Reframing: Exploring organizational issues through multiple

lenses or frames and using them to uncover new
opportunities and options in confusing and ambiguous
situations:
• Using multiple frames leads to better decision-making and
more effective change efforts.
• Failing to see the world through more than one frame has
led to many well-documented organizational blunders.
Kotter’s Eight Stages of Change 1
1. Create a Sense of Urgency

2. For a Guiding Coalition
3. Create a Vision
4. Communicate the Vision
5. Empower others to Act on Vision
6. Create Quick Wins
7. Build on the Change
8. Institutionalize the Change
Figure 15.3 Kotter’s Change Model
Create a sense of urgency

• Most critical step to change.
• Use dramatic presentations.
Form a guiding coalition
• Need a group of influential, effective champions.
Create a vision
• construct a relevant vision that will help people visualize
possible futures.
Communicate the vision for buy-in

• Sending clear, credible messages about the direction and
progress of change.
Empower action
• Actively encourage input.
• Remove barriers for those you want to take part.
Create Quick Wins

• Nourishes faith in the change effort.
• Reward the hard workers.
Build on Change (Don’t let up)
• Follow up and continue to highlight small wins.
Institutionalize the Change
• Aim to make your workplace “change-ready”.
Communicating to Avoid Clutter
Simplify
Use analogy and example
Communicate in multiple forums
Repeat
Model the way
Explain seeming inconsistencies
Remember to give and take
An Actionable Framework for Change 1
FOCUS:
Frame the problem

Outcome goals
Contract with others
Urgency
Sustain the change
Figure 15.4 FOCUS Framework for Making Change
Frame the problem:

• Who is the customer of the change?
• What is the scope of change (how broad, how much)?
You cannot change what you do not understand
Frame the Problem: To truly understand your change

context:
• Find out who benefits from the current situation.
• Write down everything you do not know.
• Use appreciative inquiry.
• Discuss the undiscussables.
• Externalize the threat / enemy.
Outcome Goals: The benefits of results oriented goals

include:
• They lead to more direct and urgent strategy development.
• They lend themselves to more objective and meaningful
evaluation and measurement.
• They promote accountability and a healthy culture of
ownership among those in the change process.
Contract with Others: Change in which people have felt

engaged from the beginning is more likely to be effective.
Never make change alone.
Five Fatal Flaws of Making Change
Projects are defined by the work to be done, not by the

change to be achieved.
The project ignores the company’s ability to implement the
solution.
Projects aim for one big solution rather than for incremental
small wins.
Projects entail a sharp division of responsibility between
client and consultant.
Projects make labor-intensive use of change agents rather
than leveraged use.
Seek Urgency:
• Urgency in behavioral change, but not fear.
• It is urgency that sustains change.
• Do not think solely of big gains and wide scope.
• Instead, aim to shrink the change.
• Plan for small gains and short-term wins.
Sustain the Change:

• Evaluation is a necessary step to verifying the success of
change.
• Change has a ripple effect and sometimes unwanted
consequences.
• Refer back to original goals and then look at the defined
lead and lag measures.
• By paying attention to appropriate lead measures,
managers can correct course and manage more
effectively.
Resistance to Change
Goal is not to eliminate resistance but about overcoming or

managing it.
Resisters can provide good information on how to frame,
communicate, and modify change initiatives for the best.
Resistance is usually related to uncertainty about the effects
of the change or experience with earlier changes that have
failed.
Table 15.1 Why People Resist Change
There are a number of well-known reasons why people resist change. Some of the most
common are:
• Loss of control. Individuals feel change is being done to them, rather than with or by
them.
• Loss of face. Change can cause people to lose face, or status
• Loss of identity. People who build an identity around their role do not like any loss of
symbols, tradition, or status.
• Loss of competence. People do not like having their competence challenged by being
put into situations in which they lack the necessary proficiency.
• Excessive personal uncertainty. The individual is not aware of or is uncertain about how
the changes will affect him or her.
• More work. Change often brings fear of additional work for those involved.
• Unintended consequences. Change in one area often has unintended effects in another.
Sources: Lewis, L. (2019). Organizational change: Creating change through strategic

communication. Hoboken, NJ: Wiley- Blackwell; Pardo del Val, M., and Martínez Fuentes,
C. (2003). Resistance to change: A literature review and empirical study. Management
Decision, 41 (2), 148–155; George, J. M., and Jones, G. R. (2001). Towards a process
model of individual change in organizations. Human Relations, 54 (4), 419–444.
Accelerating Change, Reducing Opposition
Factors that Affect Strategies for Overcoming Resistance:

• The urgency of the need for change.
• The degree of opposition or resentment.
• The power of the individual or group initiating the change.
• The necessity for information and commitment.
Why People Resist Change
Loss of control.
Loss of face.
Loss of identity.
Loss of competence.
Excessive personal uncertainty.
More work.
Unintended consequences.
Strategies for Overcoming Resistance
Educate and communicate.

Ensure participation and Involvement.
Offer facilitation and support.
Negotiate and get agreement.
Make judicious use of manipulation and co-optation.
Resort to explicit and implicit coercion.
End of Main Content
Because learning changes everything. ®
www.mheducation.com
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

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Because learning changes everything.

LO15.1: Describe the challenge of making change.

Change needs to happen for an organization to thrive.

Change Agent: Someone who promotes and enables change

The key element in change is people.

Unplanned change is the result of external forces that

Planned change results from deliberate attempts to improve

• Research shows planned change is quite successful (51 to

Lewin’s Unfreeze-Change-Refreeze Model

Bridges Model of Transitions

Bolman & Deal’s Four Frames Model

Kotter’s Eight Stages of Change

Unfreeze: overcoming inertia and resistance.

Change: starting the intervention; anxiety is common.

• Change agents = people responsible for making or

Refreeze: New mindsets and behaviors are formed.

Access the text alternative for slide images.

Posits we must get to the “personal stuff” to achieve change.

Change = alteration in the external environment.

Transition = the internal process people must go through

Figure 15.2 The Three Overlapping Transitions in Bridges’

Access the text alternative for slide images.

Four frames exist in every organization:

Reframing: Exploring organizational issues through multiple

1. Create a Sense of Urgency

Access the text alternative for slide images.

Create a sense of urgency

Communicate the vision for buy-in

Create Quick Wins

Frame the problem

Access the text alternative for slide images.

Frame the problem:

Frame the Problem: To truly understand your change

Outcome Goals: The benefits of results oriented goals

Contract with Others: Change in which people have felt

Never make change alone.

Projects are defined by the work to be done, not by the

Sustain the Change:

Goal is not to eliminate resistance but about overcoming or

Sources: Lewis, L. (2019). Organizational change: Creating change through strategic

Factors that Affect Strategies for Overcoming Resistance:

Educate and communicate.

Because learning changes everything. ®

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