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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

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chapter 8

Chapter 8

Planned Change

slide3

A fundamental difference in management and leadership is that managers continue the status quo and leaders embrace change.

types of change
Types of Change
  • Planned change
  • Unplanned change or change by drift
  • Socialization or indoctrination change
  • Reactive or systems change
  • Intrapersonal change
  • Developmental or maturational change
change agents
Change Agents

Persons skilled in the theory and implementation of planned change

slide6
Regardless of the type of change, all major change brings feelings of achievement, loss, pride, and stress.
slide7
Planned change,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.
3 good reasons for change
3 Good Reasons for Change
  • Change to solve some problem.
  • Change to make work more procedures more efficient.
  • Change to reduce unnecessary workload.
lewin 1951 identified several rules that should be followed in implementing change
Lewin (1951) identified several rules that should be followed in implementing change:
  • Change should only be implemented for good reason.
  • Change should always be gradual.
  • All change should be planned, and not sporadic or sudden.
  • All individuals who may be affected by the change should be involved in planning for the change.
driving and restraining forces goal return to school
Driving and Restraining Forces Goal: Return to School

Forces driving to reach the goal

Forces restraining from reaching the goal

Opportunity for advancement

Status, social gratification

Enhanced self-esteem

Family supportive of efforts

Pay increase

Low energy level

Limited financial resources

Unreliable transportation

Time with family already limited

change agent strategies bennis et al 1969
Change Agent Strategies(Bennis et al, 1969)
  • Rational–empirical
  • Normative–reeducative
  • Power–coercive
resistance the natural and expected response to change
Resistance: The natural and expected response to change

Degree of resistance for each individual depends on four things:

  • Their flexibility to change
  • Their evaluation of the immediate situation
  • The anticipated consequences of the change
  • Their perceptions of what they have to lose and gain

—Silber (1993)

ten emotional phases of the change process
Ten Emotional Phases of the Change Process
  • Equilibrium
  • Denial
  • Anger
  • Bargaining
  • Chaos
  • Depression
  • Resignation
  • Openness
  • Readiness
  • Reemergence

(Adapted from Perlman & Takacs, 1990).

slide15
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.
slide16
Pesut (2000) classifies individuals as either crusaders or tradition bearers in response to their propensity to seek change.
slide17
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.
slide18
Whenever possible, all those who may be affected by a change should be involved in planning for that change.
slide19
When information and decision making are shared, subordinates feel that they have played a valuable role in the change.
slide20
Porter-O’Grady (2003) suggests that the manager’s behavior is the single most important factor in how people in the organization accept change.
stages of organizational development
Stages of Organizational Development
  • Birth
  • Youth
  • Maturity
  • Aging
gardner 1990 states
Gardner (1990) states:

The only way to conserve an organization is to keep it changing.

slide23

“The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”

—Albert Einstein

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