Leading Change in Organizations

2006 Prentice Hall

Leadership in Organizations

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Reasons for Resistance to Change

Lack of trust Belief that change is unnecessary Belief that the change is not feasible Economic threats Relative high cost Fear of personal failure Loss of status and power Threat to values and ideals Resentment of interference
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Stages in the Change Process

Lewins Force-Field Model

Unfreezing Changing Refreezing Denial Anger Mourning Adaption

Stages in Reaction to Change

Response to Repeated Traumatic Change

Leaves people less resilient and more vulnerable Leaves 2006 Prentice Hall people inoculated and better 10-3

Types of Organizational Change

Attitude-Centered Change Role-Centered Change Changes in Technology Change in Competitive Strategy Economic or Human Factor Changes Generic Change Programs

2006 Prentice Hall

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Systems Model for Organizational Change

Problems have multiple causes Actions have multiple outcomes Changes have delayed effects Actions that appear to offer quick relief may make things worse in the long run The best solution may offer no immediate benefits
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2006 Prentice Hall

Influencing Organizational Change

Nature of Organizational Change Primary Ways to Influence Culture

Attention Reactions to crisis Role Modeling Allocation of rewards Criteria for selection and dismissal

2006 Prentice Hall

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Influencing Organizational Change

Secondary Ways to Influence Culture

Design of systems and procedures Design of organizational structure Design of facilities Stories, legends, and myths Formal statements

2006 Prentice Hall

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Developing a Vision

Desirable Characteristics for a Vision Elements of a Vision Procedures for Developing a Vision

Involve key stakeholders Identify strategic objectives with wide appeal Identify relevant elements in the old ideology Link the vision to core competencies Evaluate the credibility and refine the vision 2006 Prentice Hall 10-8

Implementing Change

Responsibility for Implementing Major Change

Support from top management

The Pace and Sequencing of Changes

Rapid versus gradual introduction of change Change interdependent subunits simultaneously Changes in the organizational structure 2006 Prentice Hall 10-9 to make it consistent with the strategy

Political/Organizational Actions

2006 Prentice Hall

Determine who can oppose or facilitate change Build a broad coalition to support the change Fill key positions with competent change agents Use task forces to guide implementation Make dramatic, symbolic changes that affect the work Monitor the progress of change
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Guidelines for PeopleOriented Actions

Create a sense of urgency about the need for change Prepare people to adjust to change Help people deal with the pain of change Provide opportunities for early successes
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2006 Prentice Hall

Guidelines for PeopleOriented Actions

Keep people informed about the progress of change Demonstrate continued commitment to the change Empower people to implement the change

2006 Prentice Hall

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Innovation and Organizational Learning

Internal Creation of New Knowledge

Internal departments Pilot testing new ideas

External Acquisition of New Knowledge

Best practices Hiring outsiders External Consultants Joint ventures 2006 Prentice Hall

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Innovation and Organizational Learning

Knowledge Diffusion and Application

Information systems Written or electronic documents Special purpose conferences Seminars and workshops

Learning Organizations

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Guidelines for Increasing Learning and Innovation

Encourage appreciation for flexibility and innovation Encourage and facilitate learning by individuals and teams Help people improve their mental model Leverage learning from surprises and failures
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2006 Prentice Hall

Guidelines for Increasing Learning and Innovation

Encourage and facilitate sharing of knowledge and ideas Set innovation goals Reward entrepreneurial behavior

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