Managing Change

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Managing Change

• Joyce Osland
• San Jose State University

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The Challenge

• How are you supposed to change the tires on a
  car when its going 60 miles per hour?
• Epitaph of a change agent

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Write down and discuss with your neighborWhat
do you already know about change?What do you
want to learn about change?
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Nature of Organizational Change

• Incremental or transformative
• Means reexamining basic assumptions
• Involves a mourning period for old ways
• New behavior leads to new attitudes
• Process of unfreezing, moving, refreezing
• Too much change is disturbing
• Process not an event
• Unpredictable
• Results in unanticipated consequences

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TYPES OF CHANGE

• INCREMENTAL
• Linear
• Continuous
• Targeted at fixing or
• Modifying problems or procedures

• TRANSFORMATIVE
• Radical
• Discontinuous
• Multidimensional
• Multilevel
• Modifies fundamental structures, systems,
  orientation, strategies

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Requirements for Organizational Change

• Top management support
• Critical mass
• Trust
• New psychological contracts
• New behaviors
• Organizational learning
• Institutionalization of innovations

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Change is a process, not an edict.
Technical Solution
Process
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Steps in the Change Process
Determining the Need for Change
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Conditions Favorable for Change

• C(D X S X P) gt X
• Where...
• C change
• D dissatisfaction with status quo
• S an identifiable and desired end state
• P practical plan for achieving the desired end
• state
• X the cost of change to the organization

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Steps in the Change Process
Determining the Need for Change
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Steps in the Change Process
Determining the Need for Change
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Steps in the Change Process
Determining the Need for Change
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Resistance to Change

• A natural reaction to change
• Part of the process of adaptation
• Ensures that plans for change and their ultimate
  consequences are carefully thought through.

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Sources of Resistance to Change

• Inadequate change goal
• Inadequate process
• Personal resistance
• Political resistance
• Systemic resistance

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THE 7S MODEL
Systems
Strategy
Structure
Skills
Staff
FIT
Shared Values
Style
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Resistance to Change

• Something else to manage
• Understand the source
• Listen carefully to concerns
• Refrain from seeing resisters as adversaries
• Use the appropriate tactic in response

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TACTICS FOR DEALING WITH RESISTANCE

• Empathy
• Education and communication
• Participation and involvement
• Facilitation and support
• Co-optation
• Negotiation and agreement
• Manipulation
• Coercion

Commitment
Compliance
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Steps in the Change Process
Determining the Need for Change