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Fundamentals of Organizational Communication Organizational Change and Communication Chapter Ten Prepared by Pamela S. Shockley-Zalabak
Objectives Describe innovation Define organizational change Identify processes and models for innovation and change Develop an awareness of barriers to change Understand the importance of trust for productive change
Objectives Develop analysis capabilities through case analysis Identify responsibilities for change of communication professionals Link effective communication to productive change Understand the importance of value assumptions during change
Key Terms Organizational innovation development of ideas, practices, products, and processes which meet new needs in new ways Organizational change alterations in the organization whether planned or unplanned.
John Kotter (2012) Turbulence and disruption to be one of today s greatest challenges for leaders. We can t keep up with the pace of change, let alone get ahead of it. At the same time, the stakes financial, social, environmental, political are rising. The hierarchical structures and organizational processes we have used for decades to run and improve our enterprises are no longer up to the task of winning in this faster-moving world. (p. 46)
Robert Safian (2012) the dizzying velocity of change in our economy has made chaos the defining feature of modern business..historic advantages of scale and efficiency run up against the benefits of ability and quick course corrections. (p. 98) Safian coined the term Generation Flux to describe individuals who can thrive in this chaotic and changed environment
Clayton Christiensen and Michael Overdorf (2000) Identified first three factors which affect whether organizations can innovate and change: Resources people, money, information, technologies, and a host of other factors Processes the patterns of interaction, coordination, communication, and decision making employees use to transform resources into products and services of greater worth. (p. 2) Values values refer to culture and principles which guide action.
Barriers to Change Complacency Individuals or groups who prefer the status quo based on their satisfactions with current circumstances or their lack of understanding of a need for change.
Barriers to Change Organizational silence individuals or group refraining from offering positions or solutions during times of organizational problems or change. Knowledge/information deficits barriers to productive change based on lack of knowledge and information from which to develop change strategy.
Barriers to Change Risk perception beliefs about the potential impact of the change and its overall importance and desirability. Uncertainty the degree of ambiguity a change brings to both individuals and groups.
Barriers to Change Contradictions and misalignments confusions which result when expectations about change developed through social interactions do not match direct experiences with the change. Active resistance a variety of overt attempts to block change. Passive resistance a variety of mostly covert attempts to bloc change.
Barriers to Change Organizational leaders leaders who force change, exhibit inconsistent behaviors, show marginal support for change, set unrealistic expectations, expect others to do the work, and fail to communicate effectively.
Barriers to Change Organizational trust belief that another individual, group, or organization is competent, open and honest, concerned about employees, reliable, and identifies with common goals, norms, and values.
Barriers to Change Organizational decline an organization is in danger of losing its abilities to meet its goals Organizational crisis negative disruptions which are unexpected and generated from either internal or external circumstances
The Leadership of Innovation and Change Christensen and Overdorf (2000) Three types of organizational spaces (structures to meet the challenges of disruptive innovations) New organization within an existing organization with focus specifically on new ideas, processes, products, or services. Spinning a new venture off from the parent organization Acquiring the capabilities of another organization already exhibiting needed innovation competencies
The Leadership of Innovation and Change Michael Hackman and Craig Johnson (2013) Describe the change-centered leader. These leaders encourage creativity, experimentation, risking taking, and innovation. Describe change leaders as engaging in monitoring the external environment, envisioning change, empowering innovative thinking, and often taking personal risks
Processes and Models for Change Accelerators of Innovation and Change eight step process including a sense of urgency, building and maintaining a guiding coalition, formulating a strategic vision and strategy to meet the vision, communicating the vision and strategy, removing barriers, celebrating short-term wins, never letting up, and institutionalizing change in the culture
Processes and Models for Change Organizational transformation process An eightstep process requiring focusing attention, forming guiding coalitions, developing vision and strategy, communicating to all stakeholders, empowering people to change, creating short-term wins, consolidating wins for more change, and ensuring change is institutionalized in the culture.
Processes and Models for Change Diffusion of innovation organizational process which includes innovation, diffusion, adoption, and implementation and in turn is related to a variety of organizational outcomes including routinization of the innovation, reinvention of the innovation or rejection or discontinuance of the innovation.
Processes and Models for Change Stakeholder theory organizational theory which maps the field of potential stakeholders and guides strategic action in managing relationships with various groups of stakeholders during change.
Processes and Models for Change Purchase model Consulting model in which the organization relates to the specialist by requesting particular services to meet a need the specialist has not been involved with identifying. Doctor-patient model consulting model in which the organization expects the specialist to diagnose problems and prescribe solutions. Process model Consulting model in which the organization and specialists work jointly to diagnose problems and generate solutions.
Processes and Models for Change Appreciative inquiry an organizational change process affirming the best qualities of the organization or its employees through discovery, dream, design, and destiny.
Professional Responsibilities for Change Gathering Input and Data and Data Evaluation Questionnaires Organizational Communication Auditing Interviews Cost analysis
Types of Change Structural change attempts to change an organization's basic design by altering chains of command, work functions, spans of control, and decision-making protocols. Technological change change focusing on stateof-the-art machinery, automation, and job design. Behavioral change efforts focusing on the development and engagement of organizational employees as resources.
Communicating Change Communication strategy the general plan for disseminating information and soliciting input during planned organizational change.
Communicating Change Communication plan a plan to deal with the implementation of strategy. The plan incorporates the goals of the strategy and crafts messages to solicit input and to provide information. The plan includes an analysis of various audiences, selection of channels of communication, timing for message dissemination, timing for input and reaction to messages, and ongoing monitoring of acceptance and resistance to change.
Discussion Question #1 Distinguish between the three models communication consultants work with in organizations: purchase, doctor-patient, and process. Which model(s) do you deem most valuable and why?
Discussion Question #2 Describe the role and responsibility of the communication professional in helping organizations develop and change in the information age.
Discussion Question #3 Consider your reactions to change. Does it differ when it is unexpected or when you have planned for change? What makes the difference?
Discussion Question #4 Describe a time when you were uncertain of a proposed change. What did you do to reduce uncertainty? How did you feel once you had more information? What are the implications for those planning organizational change?
Discussion Question #5 Explain why a communication strategy and then a communication plan are important during planned organizational change.