Unit 1:Models of Change

and Managing Change

 Chapter Sixteen Outline

Models of Planned Change

•Lewin’s Change Model
•A Systems Model of Change
•Kotter’s Eight Steps for Leading Organizational Change
•Organizational Development
•Understanding and Managing Resistance to Change
•Why People Resist Change in the Workplace
•Alternative Strategies for Overcoming Resistance to Change
 Forces of Change
External Forces:
Forces originate outside the
organization.
• Demographic Characteristics
- the workforce is more diverse
- there is a business imperative to effectively manage diversity
• Technological Advancements
- organizations are increasingly using technology as a means to
improve productivity and market competitiveness
• Market Changes
- the emergence of a global economy is forcing companies to be
more competitive and to do business differently
- organizations are forging new partnerships and alliances aimed
at creating new products and services
• Social and Political Pressures
- society and its legislative bodies can put pressure on
organizations to change the way they do business – the
tobacco industry is a good example
 Forces of Change (continued)

Internal Forces:
Forces originate inside the organization.

• Human Resource Problems/Prospects

- employees’ needs, job satisfaction, organizational
commitment, behavior, and performance are forces of
change
- dissatisfied employees and high levels of absenteeism and
turnover are signs that change is needed
• Managerial Behavior/Decisions
- the level of conflict between managers and their direct
reports is a force for change
- inappropriate leader behavior may result in employee
problems requiring change
- inequitable reward systems are an additional force for
change
Forces of Change (continued)
Internal Forces:
Forces originate inside the
organization.
Organizational objectives not being met is a reason
for change –
question of timing
degree of change necessary
 Lewin’s Change Model
•Unfreezing
- Creates the motivation to change
- Encourages the replacement of old behaviors and attitudes with
those desired by management
- Entails devising ways to reduce barriers to change
- Creates psychological safety
• Changing
- Provides new information, new behavioral models, or new ways of
looking at things
- Helps employees learn new concepts or points of view
- Role models, mentors, experts, benchmarking results, and
training are useful mechanisms to facilitate change
•Refreezing
- Helps employees integrate the changed behavior or
attitude into their normal way of doing things
- Positive reinforcement is used to reinforce the desired
change
- Coaching and modeling help reinforce the stability of
change
 Kotter’s Steps for Leading
Organizational Change
Step Description
 Establish a sense Unfreeze the organization by creating a
of urgency compelling reason for why change is needed.
 Create the guiding Create a cross-functional, cross-level group of
coalition people with enough power to lead the change.
 Develop a vision Create a vision and strategic plan to guide the
and strategy change process.
 Communicate the Create and implement a communication strategy
change vision that consistently communicates the new vision
and strategic plan.
 Empower broad- Eliminate barriers to change, and use target
based action elements of change to transform the
organization. Encourage risk taking and
creative problem-solving.
 Kotter’s Steps for Leading
Organizational Change (continued)
Step Description
 Generate short- Plan for and create short-term “wins” or
term wins improvements. Recognize and reward people
who contribute to the wins.
 Consolidate gains The guiding coalition uses credibility from
and produce more short-term wins to create more change.
change Additional people are brought into the change
process as change cascades throughout the
organization. Attempts are made to
reinvigorate the change process.
 Anchor new Reinforce the changes by highlighting
approaches in the connections between new behaviors and
culture processes and organizational success. Develop
methods to ensure leadership development and
successes.
 Resistance To Change

Resistance to Change: an emotional/behavioral response

to real or imagined work change.

The leading reasons why people resist change are:

• An individual’s predisposition toward change
• Surprise and fear of the unknown
• Climate of mistrust
• Fear of failure
• Loss of status and/or job security
 Resistance to Change (cont)

Leading Reasons Why People Resist Change (cont):

•Peer pressure
•Disruption of cultural traditions and/or group relationships
•Personality conflicts
•Lack of tact and/or poor timing
•Nonreinforcing reward systems
 Strategies for Overcoming Resistance
to Change
Approach Education + Communication Participation + Involvement
Commonly Where there is a lack of Where the initiators do not have
Used in information or inaccurate all the information they need to
Situations information and analysis design the change and where
others have considerable power
to resist
Once persuaded, people will People who participate will be
Advantages often help with the committed to implementing
implementation of the change change, and any relevant
information they have will be
integrated into the change plan
Drawbacks Can be very time consuming if Can be very time consuming if
lots of people are involved participators design an
inappropriate change
 Strategies for Overcoming Resistance
to Change (continued)
Approach Facilitation + Support Negotiation + Agreement
Commonly Where people are resisting Where someone or some group
Used in because of adjustment problems will clearly lose out in a change
Situations and where that group has
considerable power to resist

No other approach works as well Sometimes it is a relatively easy

Advantages with adjustment problems way to avoid major resistance

Drawbacks Can be time consuming, Can be too expensive in many

expensive, and still fail cases if alerts others to
negotiate for compliance
 Strategies for Overcoming Resistance
to Change (continued)
Approach Manipulation + Co-optation Explicit + Implicit Coercion
Commonly Where other tactics will not work Where speed is essential and
Used in or are too expensive where the change initiators
Situations possess considerable power

It can be a relatively quick and It is speedy and can overcome

Advantages inexpensive solution to any kind of resistance
resistance problems

Drawbacks Can lead to future problems if Can be risky if it leaves people

people feel manipulated mad at the initiators