Managing Change and Innovation. Chapter 11. Turbulent Times The Changing Work Place. Today’s organizations need to continuously adapt to new situations if they are to survive and prosper One of the most dramatic elements is the shift to a technology- driven workplace
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Manager’s Challenge: Cowley manufacturing plant
Monitor global competition, and other factors
Need for change
Evaluate problems and opportunities, define needed changes in technology products, structure, and culture
Facilitate search, creativity, idea champions, venture teams, skunk works and idea incubators
Use force field analysis, tactics for overcoming resistance
Consider plans, goals, company problems, and needs
Critical phase of change management
Experiential Exercise: Is Your Company Creative?
Change does not occur by itself
A person who sees the need for and
Champions productive change within
Championing an idea successfully requires roles in organizations
Sources: Based on Harold L. Angle and Andrew H. Van de Ven, “Suggestions for Managing the Innovation Journey,” in Research in the Management of Innovation: The Minnesota Studies, ed. A. H. Van de Ven, H. L. Angle, and Marshall Scott Poole (Cambridge, Mass.: Ballinger/Harper & Row, 1989); and Jay R. Galgraith, “Designing the Innovating Organization,” Organizational Dynamics (winter 1982) 5-25.
Top management support
Group has power over implementation; will lose out in the change
Crisis exists; initiators clearly have power; other techniques have failed
Involves multiple departments or reallocation of resources; users doubt legitimacy of changeTactics for Overcoming Resistance to Change
When to use
SOURCE: Based on Harold J. Leavitt, “Applied Organizational Change in Industry: Structural, Technical, and Human Approaches,” In New Perspectives in Organization Research, ed.W.W. Cooper, H.J. Leavitt, and Shelly II (New York: Wiley, 1964), 55-74.
For New Product Innovation
Customers Market Conditions
Ethical Dilemma: Research for Sale
Problems OD Can Address
Application of behavioral science techniques to improve an organization’s health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities
Large group intervention
Traditional Organizational Development Model
Large-Group Intervention Model
Focus for action:
Specific problem or group
Individual, small group
Organization & environment
SOURCE: Adapted from Barbara Benedict Bunker and Billie T. Alban, “Conclusion: What Makes Large Group Interventions Effective,” The Journal of Applied Behavioral Science 28, no 4 (December 1992), 579-591.