Managing Change. Comportamiento organizacional. M. En C. Eduardo Bustos Farías 1

Transcription

1 Managing Change M. En C. Eduardo Bustos Farías 1

2 Outline Forces of Change External Forces Internal Forces Models of Planned Change Lewin s Change Model A Systems Model of Change Kotter s Eight Steps for Leading Organizational Change Organizational Development M. En C. Eduardo Bustos Farías 2

3 Outline (continued) Understanding and Managing Resistance to Change Why People Resist Change in the Workplace Alternative Strategies for Overcoming Resistance to Change M. En C. Eduardo Bustos Farías 3

4 Forces of Change 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 External Forces External Forces: originate outside the organization. M. En C. Eduardo Bustos Farías 4

5 Forces of Change (continued) Internal 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 M. En C. Eduardo Bustos Farías 5

6 A Generic Typology of Organizational Change Adaptive Change Innovative Change Radically Innovative Change Reintroducing a familiar practice Introducing a practice new to the organization Introducing a practice new to the industry Low Degree of complexity, cost, and uncertainty Potential for resistance to change High M. En C. Eduardo Bustos Farías 6

7 Unfreezing Lewin s Change Model - 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 M. En C. Eduardo Bustos Farías 7

8 A Systems Model of Change Target Elements of Change Inputs Organizing Arrangements Outputs Internal * Strengths * Weaknesses External * Opportunities * Threats Strategy Goals People Social Factors * Organizational Level * Department/ group level * Individual level Methods M. En C. Eduardo Bustos Farías 8

9 Kotter s Steps for Leading Organizational Change Step Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad- based action Description Unfreeze the organization by creating a compelling reason for why change is needed. Create a cross-functional, cross-level group of people with enough power to lead the change. Create a vision and strategic plan to guide the change process. Create and implement a communication strategy that consistently communicates the new vision and strategic plan. Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem-solving. M. En C. Eduardo Bustos Farías 9

10 Kotter s Steps for Leading Organizational Change (continued) Step Generate short- term wins Consolidate gains and produce more change Anchor new approaches in the culture Description Plan for and create short-term wins or improvements. Recognize and reward people who contribute to the wins. The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and successes. M. En C. Eduardo Bustos Farías 10

11 Organizational Development Organizational Development a set of techniques or tools that are used to implement organizational change M. En C. Eduardo Bustos Farías 11

12 Characteristics of Organization Development (OD) OD involves profound change OD is value loaded OD is a diagnosis/prescription cycle OD is process-oriented oriented M. En C. Eduardo Bustos Farías 12

13 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 M. En C. Eduardo Bustos Farías 13

14 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 For Class Discussion For Class Discussion: What do you think are the top three reasons people resist change? M. En C. Eduardo Bustos Farías 14

15 Assessing an Organization s Readiness for Change Why is readiness for change an important consideration? What survey questions resulted in the lowest readiness for change? Why did this occur? What can managers do to prepare an organization for change? M. En C. Eduardo Bustos Farías 15

16 Strategies for Overcoming Resistance to Change Approach Commonly Used in Situations Advantages Drawbacks Education + Communication Where there is a lack of information or inaccurate information and analysis Once persuaded, people will often help with the implementation of the change Can be very time consuming if lots of people are involved Participation + Involvement Where the initiators do not have all the information they need to design the change and where others have considerable power to resist People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan Can be very time consuming if participators design an inappropriate change

17 Strategies for Overcoming Resistance to Change (continued) Approach Commonly Used in Situations Advantages Facilitation + Support Where people are resisting because of adjustment problems No other approach works as well with adjustment problems Negotiation + Agreement Where someone or some group will clearly lose out in a change and where that group has considerable power to resist Sometimes it is a relatively easy way to avoid major resistance Drawbacks Can be time consuming, expensive, and still fail Can be too expensive in many cases if alerts others to negotiate for compliance

18 Strategies for Overcoming Resistance to Change (continued) Approach Commonly Used in Situations Manipulation + Co-optation optation Where other tactics will not work or are too expensive Explicit + Implicit Coercion Where speed is essential and where the change initiators possess considerable power Advantages It can be a relatively quick and inexpensive solution to resistance problems It is speedy and can overcome any kind of resistance Drawbacks Can lead to future problems if people feel manipulated Can be risky if it leaves people mad at the initiators

19 Managing Planned Change Change Making things different. Planned Change Activities that are intentional and goal oriented. Change Agents Persons who act as catalysts and assume the responsibility for managing change activities. Goals Goals of of Planned Planned Change: Change: Improving Improving the the ability ability of of the the organization to to adapt adapt to to changes changes in in its its environment. Changing Changing the the behavior behavior of of individuals individuals and and groups groups in in the the organization. M. En C. Eduardo Bustos Farías 19

20 Resistance to Change Forms of Resistance to Change Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism M. En C. Eduardo Bustos Farías 20

21 Overcoming Resistance to Change Tactics for for dealing with with resistance to to change: Education and and communication Participation Facilitation and and support Negotiation Manipulation and and cooptation Coercion M. En C. Eduardo Bustos Farías 21

22 The Politics of Change Impetus for change is likely to come from outside change agents. Internal change agents are most threatened by their loss of status in the organization. Long-time power holders tend to implement only incremental change. The outcomes of power struggles in the organization will determine the speed and quality of change. M. En C. Eduardo Bustos Farías 22

23 Lewin s Three-Step Change Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity. Model Refreezing Stabilizing a change intervention by balancing driving and restraining forces. Driving Forces Forces that direct behavior away from the status quo. Restraining Forces Forces that hinder movement from the existing equilibrium. M. En C. Eduardo Bustos Farías 23

24 Action Research Action Research A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate. Process Process Steps: Steps: Diagnosis Diagnosis Analysis Analysis Feedback Feedback Action Action Evaluation Evaluation Action Action research research benefits: benefits: Problem-focused rather rather than than solution-centered. Heavy Heavy employee employee involvement reduces reduces resistance resistance to to change. change. M. En C. Eduardo Bustos Farías 24

25 Organizational Development Organizational Development (OD) A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. OD OD Values: Respect Respect for for people people Trust Trust and and support support Power Power equalization Confrontation Participation M. En C. Eduardo Bustos Farías 25

26 Organizational Development Sensitivity Training Techniques Training groups (T-groups) that seek to change behavior through unstructured group interaction. Provides increased awareness of others and self. Increases empathy with others, improves listening skills, greater openess, and increased tolerance for others. M. En C. Eduardo Bustos Farías 26

27 Organizational Development Techniques (cont d) Survey Feedback Approach The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested. Process Consultation (PC) A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement. M. En C. Eduardo Bustos Farías 27

28 Organizational Development Team Building Techniques (cont d) High interaction among team members to increase trust and openness. Team Team Building Building Activities: Activities: Goal Goal and and priority priority setting. setting. Developing interpersonal relations. relations. Role Role analysis analysis to to each each member s member s role role and and responsibilities. Team Team process process analysis. analysis. M. En C. Eduardo Bustos Farías 28

29 Organizational Development Techniques (cont d) Intergroup Development OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other. Intergroup Intergroup Problem Problem Solving: Solving: Groups Groups independently develop develop lists lists of of perceptions. Share Share and and discuss discuss lists. lists. Look Look for for causes causes of of misperceptions. Work Work to to develop develop integrative integrative solutions. solutions. M. En C. Eduardo Bustos Farías 29

30 Organizational Development Techniques (cont d) Appreciative Inquiry Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance. Appreciative Inquiry Inquiry (AI): (AI): Discovery: Discovery: recalling recalling the the strengths strengths of of the the organization. Dreaming: Dreaming: speculation on on the the future future of of the the organization. Design: Design: finding finding a a common common vision. vision. Destiny: Destiny: deciding deciding how how to to fulfill fulfill the the dream. dream. M. En C. Eduardo Bustos Farías 30

31 Contemporary Change Issues For Today s Managers How are changes in technology affecting the work lives of employees? What can managers do to help their organizations become more innovative? How do managers create organizations that continually learn and adapt? Is managing change culture-bound? M. En C. Eduardo Bustos Farías 31

32 Technology in the Workplace Continuous Improvement Processes Good isn t good enough. Focus is on constantly reducing the variability in the organizational processes to produce more uniform products and services. Lowers costs and raises quality. Increases customer satisfaction. Organizational impact Additional stress on employees to constantly excel. Requires constant change in organization. M. En C. Eduardo Bustos Farías 32

33 Technology in the Workplace Process Reengineering Starting all over Rethinking and redesigning organizational processes to produce more uniform products and services. Identifying the organization s distinctive competencies what it does best. Assessing core processes that add value to the organization s distinctive competencies. Reorganizing horizontally by process using cross-functional and self-managed teams. M. En C. Eduardo Bustos Farías 33

34 Contemporary Change Issues for Today s Managers: Stimulating Innovation Innovation A new idea applied to initiating or improving a product, process, or service. Sources Sources of of Innovation: Structural Structural variables variables Organic Organic structures structures Long-tenured management Slack Slack resources resources Interunit Interunit communication Organization s s culture culture Human Human resources resources M. En C. Eduardo Bustos Farías 34

35 Contemporary Change Issues for Today s Managers: Stimulating Innovation (cont d) Idea Champions Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented. M. En C. Eduardo Bustos Farías 35

36 Mastering Change: It s Culture-Bound Questions for for culture-bound organizations: Do Do people people believe believe change change is is even even possible? possible? How How long long will will it it take take to to bring bring about about change change in in the the organization? Is Is resistance resistance to to change change greater greater in in this this organization due due to to the the culture culture of of the the society society in in which which it it operates? operates? How How will will the the societal societal culture culture affect affect efforts efforts to to implement implement change? change? How How will will idea idea champions champions in in this this organization go go about about gathering gathering support support for for innovation innovation efforts? efforts? M. En C. Eduardo Bustos Farías 36