Forces for Change

1
Forces for Change
3

• Competitive forces
• Economic and political forces
• Global forces
• Demographic and social forces
• Ethical forces

2
Organizational Impediments to Change
4

• Power and conflict
• Differences in functional orientation
• Mechanistic structure
• Organizational structure

3
Group Impediments to Change
5

• Group norms
• Group cohesiveness
• Groupthink and escalation of commitment

4
Individual Impediments to Change
6

• Uncertainty and insecurity
• Selective perception and retention
• Habit

5
Lewins Force-Field Theory of Change
7

• Organizational change occurs when a. forces
  for change strengthen b. resistance to change
  lessens c. both occur simultaneously.

6
8
FIGURE 19.1 Lewin's Force-Field Theory of
Change
7
Evolutionary Change versus Revolutionary Change
11

• Evolutionary Change Change that is gradual,
  incremental, and narrowly focused.
• Revolutionary Change Change that is rapid,
  dramatic, and broadly focused.

8
Evolutionary Change I
12

• Socio-technical Systems Theory organizations
  should choose specific kinds of control systems
  that match the technical nature of the work
  process.

9
Evolutionary Change II
13

• Total Quality Management (T.Q.M.) An ongoing
  effort by all parts of the organization to find
  new ways to improve the quality of the goods
  and/or services they produce.

10
Revolutionary Changes
23

• 1. Reengineering
• 2. Restructuring
• 3. Innovation

11
Tufts Associated Health Plans, Inc.

• History
• 1989 - began study of customers
• 1993 - re-engineering task force formed
• 1994 - paperless office began
• Key Elements
• 1. Extensive data guided the changes
• 2. Top management involved.
• 3. Everyone trained.
• 4. Process maps used.

12
Tufts Associated Health Plans, Inc.
5. Booster club for rumors. 6. Growth
prevented layoffs. 7. Re-engineering is
continuous. 8. Re-engineering is a response to a
changed economy.
13
Lewins Three-Step Change Process
24

• 1. Unfreeze the organization from its present
  state
• 2. Make the desired type of change
• 3. Refreeze the organization in a new desired
  state.

14
26
FIGURE 19.3 The Steps in Action Research
15
The Action Research Model
Identification of problem
Consultation withchange agent
Data gathering provisional diagnosis
Feedback to clientorganization
Joint diagnosis andaction planning
Post-actiondata gathering
Action
16
O.D. Techniques to Deal with Resistance to Change
30

• Education and Communication
• Participation and Empowerment
• Facilitation
• Bargaining and Negotiation
• Manipulation
• Coercion

17
O.D. Techniques to Promote Change
31

• Focused on Individuals Counseling,
  Sensitivity Training, Process Consultation
• Focused on Groups Team Building
  Intergroup Training
• Focused on the Whole Organization
  Organizational Confrontation Meeting the
  Managerial Grid

18
Individual O.D. Method

• Counseling - one-on-one meeting between an
  employee and a professional (usually an
  outside consultant)

19
Individual O.D. Method
32

• Sensitivity Training intense counseling in
  which group members, aided by a facilitator,
  learn how others perceive them and how to
  deal more sensitively with others.

20
Individual O.D. Method
33

• Process Consultation a facilitator works
  closely with a manager to help improve
  interactions with other group members.

21
Group O.D. Method
34

• Team Building a facilitator observes the
  interactions of group members and then helps
  them become aware of ways to improve their
  work interactions.

22
Group O.D. Method
35

• Intergroup Training team building to improve
  the work interactions of different departments.

23
Organization-wide O.D. Method
36

• Organizational Confrontation Meeting - all
  managers of an organization confront the issue
  of whether the organization is effectively
  meeting its goals.
• --------------------------------------------------
  --- Can also be used for specific problems.

24
Organization-wide O.D. Method
37

• Managerial Grid a matrix used to
  characterize an organization's managerial
  style (concern for people and concern for
  production).

25
Johnsonville Sausage (Foods)

• 1. Quality control dept. eliminated. Checked
  by workers.
• 2. Human resources dept. eliminated re-
  directed to learning and personal growth.
• 3. Traditional supervisor job eliminated and
  replaced with teams and coordinators.
• 4. Teams do own quality checking, hiring,
  training, and production planning.
• 5. Number of org. levels went from 6 to 3.
• 6. Dual career tracks technical specialist and
  coordinator.

26
Johnsonville Sausage (continued)

• 7. Compensation based on skills learned and
  on profit sharing (based on individual perf.)
• 8. Performance appraisal done by both
  coordinator and by self.
• 9. All members get an educational allowance to
  spend each year.
• 10. Symbolic changes employee and
  manager eliminated. Replaced by member
  and coordinator.