Chapter 8. Planned Change. Murphy (1999) suggests that “change is inevitable, but growth is optional.” . A fundamental difference in management and leadership is that managers continue the status quo and leaders embrace change. Types of Change. Planned change
Murphy (1999) suggests that “change is inevitable, but growth is optional.”
Persons skilled in the theory and implementation of planned change
Regardless of the type of change, all major change brings feelings of achievement, loss, pride, and stress.
Planned change, feelings of achievement, loss, pride, and stress.in contrast to accidental change or change by drift, is change that results from a well-thought-out and deliberate effort to make something happen.
Forces driving to reach the goal
Forces restraining from reaching the goal
Opportunity for advancement
Status, social gratification
Family supportive of efforts
Low energy level
Limited financial resources
Time with family already limited
Degree of resistance for each individual depends on four things:
(Adapted from Perlman & Takacs, 1990).
Bushy and Kamphuis (1993), building on that work of Rodgers (1983), identified six behavioral patterns commonly seen in response to change: innovators, early adapters, early majority, late majority, laggards, and rejectors.
Pesut (2000) classifies individuals as either crusaders or tradition bearers in response to their propensity to seek change.
Perhaps the greatest factor contributing to the resistance encountered with change is a lack of trust between the employee and the manager or the employee and the organization.
Whenever possible, all those who may be affected by a change should be involved in planning for that change.
When information and decision making are shared, subordinates feel that they have played a valuable role in the change.
Porter-O’Grady (2003) suggests that the manager’s behavior is the single most important factor in how people in the organization accept change.
The only way to conserve an organization is to keep it changing.