INDIVIDUAL AND ORGANIZATIONAL CHANGE

1. Chapter 11 INDIVIDUAL AND ORGANIZATIONAL CHANGE

2. Change as a Fact of Life • The only thing that doesn’t change is CHANGE. • Change is a reality we all live with. • The two types of change are emotional personal change and necessary, planned change. • Coping plans are essential when changes affect one’s life. • Copingmeans being able to deal with change and its effects without allowing them to injure you emotionally.

3. The Seven Major Life Changes • Loss • Separation • Relocation • A change in relationship • A change in direction • A change in health • Personal growth

4. The Seven Major Life Changes • The Holmes–Rahe Readjustment Scale tool measures the relative impact of different kinds of changes. • Characteristics of the seven major life changes: • They happen to everyone. • Most seem to happen without control. • **Each change has its own ripple effect. • People feel the results of change before, during, and after the event.

5. The Seven Major Life Changes Seven Stages of Personal Change

6. The Seven Stages of Personal Change • **Emotional standstill • Accompanied by shock. • Shock bring a gap between rational thinking and emotions. • An element of shock exists even if an event is expected. • The reality of the event produces a different mental state.

7. The Seven Stages of Personal Change • Denial • Although the minds can accept a major change, people often continue to deny it emotionally. • Denial can take many different forms. • The mind keeps the sufferer from accepting reality. • The denial period lasts for a few weeks or months. • The longer the period lasts, the longer it takes to move through the healing process.

8. The Seven Stages of Personal Change • Anger • Some form of anger usually replaces the emotional vacuum left by denial. • It usually contains a feeling of helplessness. • Anger should be expressed in a way that will not harm others.

9. The Seven Stages of Personal Change • Helplessness • The individual tries but still fails to move forward, thereby continuing to suffer. • **The individual makes the mistake of either sharing too much emotion with others or retreating into isolation. • To move through this stage effectively, the individual must be aware that one should not enter into other’s sorrow.

10. The Seven Stages of Personal Change • Bottoming out • Bottoming out means releasing the thoughts, tensions, memories, and emotions that force one to hold on to the past. • At this stage, it becomes possible to let go of the emotional burden. • The step is gradual. • The shock, denial, and anger become memories.

11. The Seven Stages of Personal Change • Experimenting • Once a person bottoms out, the recovery begins. • Normal curiosities and desires come back and new experiences become evident. • Emotions left over for other people and projects are not all consumed by the recovery.

12. The Seven Stages of Personal Change • Completion • Also called rebirth. • Indicates that the cycle is complete. • The event becomes a part of active memory that can be thought about without undue pain. • Regression often takes place even in the best of mending cycles, and is normal.

13. The Seven Stages of Personal Change • Knowing the seven steps can help one ensure that emotional recovery is important and normal. • It can also help one understand what is happening, to evaluate progress. • A personal change can affect one’s self-esteem.

14. Models of Organizational Change • Organizational change is a change that a group of people must learn to accept and implement. • Change is a necessary part of doing business.

15. Models of Organizational Change • The Lewin Change model – A workplace model with three steps: • Unfreezing the status quo. • Making changes. • Refreezing to the previous work mode. Unfreezing Movement or Transition Refreezing

16. Models of Organizational Change • Unfreezing • In any group change process, people’s habits, attitudes, and positions usually have to change to adjust. • On a structural level, redesigning the organization could be the focus of the change effort. • Fear in some form is nearly always one of the major obstacles.

17. Models of Organizational Change • Moving to another condition • Actual changes are made. • On the structural level, it could include changes in organizational relationships, reward systems, or reporting relationships. • Refreezing • This final step is relatively secure against change. • The company must ensure that the new behaviors become new norms or standards on the job.

18. Models of Organizational Change • Current criticism of Lewin’s model • Refreezing is not a realistic concept. • In today’s business world, taking the time to refreeze would hinder progress. • **The refreezing step is unrealistic when environmental and technological changes are everyday realities.

19. Organizational Change Restraining Forces Desired State Status Quo Driving Forces

20. Models of Organizational Change • Force field analysis • The status quo between the driving forces and the restraining forces. • The driving forces try to take over and change the status quo; the restraining forces try to defend it. • The task is either to build up the driving forces or to decrease the restraining forces. • If driving and restraining forces are equal in strength, no change will take place.

21. Models of Organizational Change • Force field analysis is positive in three ways: • It gets the changers to plan for change. • It allows for a close look at the forces likely to restrain. • Analysis of the restraining forces keeps conflict from beginning.

22. Models of Organizational Change • The Logical Incrementalism model acknowledges that bringing about changes in a large organization is usually time-consuming and complicated. • This model addresses change at the individual and corporate levels.

23. Models of Organizational Change • The five stages of logical incrementalism are: • General concern, a vague feeling or awareness of a threat or opportunity. • Broadcasting a general concern or idea without details (trial balloon). • Development of a formal plan for change: the new idea is outlined. • Using an opportunity or crisis to begin the change plan. • Ongoing adaptation of the plan.

24. Why Employees Resist Change • People resist change due to the following: • **Hearing only what they want or expect to hear. • Fear of the unknown. • Fear of loss. • Resentment of the change agent. • Belief that the change is wrong. • **Rebellion against the speed of change. (To fast or to slow (sluggish))

25. The Japanese Approach • Characteristics of the Japanese approach to change • Japanese managers get employees involved with the change process. • They spend hours studying the problem, examining solutions, and analyzing possible results. • **Japanese companies have few layers of management(4 layers or less) • Most companies don’t blame the employees, if a problem arises. They blame the process, the system, or the management.

26. Organizational Development (OD) • **OD is a planned, companywide, systematic method of achieving change in an organization. • The OD change agent specializes in planned changes. • **Training tools called OD interventions are used to teach members of the organization how to solve problems they face.

27. Organizational Development (OD) • Ideals of OD • Participative operations • Equality • Respect for others • Confrontation • Trust and mutual support

28. Organizational Development (OD) • OD is often used as a tool for empowerment. • Empowered employees feel in control of their contributions. • OD interventions make employees more comfortable and help them accept the new position that empowerment gives them.

29. Cisco Culture Change Plan