Organizational Design, Diagnosis, and Development

1
Organizational Design, Diagnosis, and Development

• Session 10
• The Organizational Change Process

2
Objectives

• Delineate why it is important for organizations
  to change
• Explain the forces that motivate organizational
  change
• Explain the factors that make individuals
  resistant to change and who organizations can
  overcome resistance.
• Describe the basic change process and issues that
  require attention when undergoing change

3
The Need for Change in Organizations

• Change as a survival tactic -- if the
  organization does not keep pace the changing
  technology, consumer demands, and effective
  business processes, they will lose their
  competitive edge.

4
The Learning Organization

• Organizations that acquiring and applying
  knowledge to help cope with and adapt to change.
• Knowledge acquisition
• Information distribution
• Information interpretation
• Organizational memorization

5
Planned Change

• Changes in products or services
• Changes in size or structure
• Changes in administrative structures
• Changes in technology

6
Unplanned Change

• Government regulation
• Economic competition
• Performance Gaps

7
Areas of Organizational Change

• Goals and strategies
• Technology
• Job design
• Structure
• Processes
• People

8
Individual Barriers to Change

• Economic fears
• Fear of the unknown
• Fear of social disruptions
• Effort
• Fear of loss of power and autonomy
• Commitment to the old position

9
Organizational Barriers to Change

• Structural inertia
• Work group norms
• Threat to existing balance of power
• History of change efforts gone wrong
• Boards of Directors

10
Overcoming Resistance to Change

• Informing about pressures for change
• Pointing out discrepancies between current state
  and desired one
• Convey positive expectations for change

11
The Lewinian Model
Unfreezing (Facing the Problem)
Moving (Creating a New State)
Status Quo
Refreezing (Maintaining the Change
New State
12
Action Research Model
Feedback
Action
Problem Identification
Data Gathering After Action
Consultation
Joint Diagnosis
Data Gathering
Joint Action Planning
13
Contemporary Action Model
Choose Positive Subjects
Develop a Vision
Develop Action Plans
Choose Positive Stories
Evaluate
Examine Data and Develop Possible Plans
14
Techniques for Encouraging Change

• Create the vision
• Get a foot in the door
• Understand the politics of the situation
• Get the resisters to participate
• Educate

15
Backwards Forwards

• Summing up - We considered the importance of
  change and environmental forces that push for
  change. The change process, the forces that
  resist change and ways to overcome resistance to
  change were reviewed.
• Looking ahead - Next time we explore the process
  of planned change in the organization
  organizational development