Organization development and change
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Organization Development and Change. Chapter Ten: Leading and Managing Change. Thomas G. Cummings Christopher G. Worley. Learning Objective for Chapter Ten. To understand the different elements of a successful change program. Change Management Activities. Motivating Change.

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Organization Development and Change

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Organization Development and Change

Chapter Ten:

Leading and Managing Change

Thomas G. Cummings

Christopher G. Worley


Learning Objectivefor Chapter Ten

  • To understand the different elements of a successful change program

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Change Management Activities

Motivating Change

Creating Vision

Effective

Change

Management

Developing

Political Support

Managing the Transition

Sustaining Momentum

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Motivating Change

  • Creating Readiness for Change

    • Sensitize the organization to pressures for change

    • Identify gaps between actual and desired states

    • Convey credible positive expectations for change

  • Overcoming Resistance to Change

    • Provide empathy and support

    • Communicate

    • Involve members in planning and decision making

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Creating a Vision

  • Discover and Describe the Organization’s Core Ideology

    • What are the core values that inform members what is important in the organization?

    • What is the organization’s core purpose or reason for being?

  • Construct the Envisioned Future

    • What are the bold and valued outcomes?

    • What is the desired future state?

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Managing Political Support

  • Assess Change Agent Power

  • Identify Key Stakeholders

  • Influence Stakeholders

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Sources of Power and Power Strategies for Change Agents

Knowledge

Playing it Straight

Using Social

Networks

Others’ Support

Going Around the

Formal System

Personality

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Managing the Transition

  • Activity Planning

    • What’s the “roadmap” for change?

  • Commitment Planning

    • Who’s support is needed, where do they stand, and how to influence their behavior?

  • Management Structures

    • What’s the appropriate arrangement of people and power to drive the change?

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Change as a Transition State

Desired

Future

State

Current

State

Transition

State

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Sustaining Momentum

  • Provide Resources for Change

  • Build a Support System for Change Agents

  • Develop New Competencies and Skills

  • Reinforce New Behaviors

  • Stay the Course

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


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