1. McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011 INDIVIDUAL AND ORGANIZATIONAL CHANGE Chapter 11

2. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Change as a Fact of Life The only thing that doesn’t change is CHANGE. Change is a reality we all live with. The two types of change are emotional personal change and necessary, planned change. Coping plans are essential when changes affect one’s life. Coping means being able to deal with change and its effects without allowing them to injure you emotionally.

3. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Major Life Changes Loss Separation Relocation A change in relationship A change in direction A change in health Personal growth

4. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Major Life Changes The Holmes–Rahe Readjustment Scale tool measures the relative impact of different kinds of changes. Characteristics of the seven major life changes: They happen to everyone. Most seem to happen without control. Each change has its own ripple effect. People feel the results of change before, during, and after the event.

5. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Major Life Changes Seven Stages of Personal Change

6. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Emotional standstill Accompanied by shock. Shock bring a gap between rational thinking and emotions. An element of shock exists even if an event is expected. The reality of the event produces a different mental state.

7. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Denial Although the minds can accept a major change, people often continue to deny it emotionally. Denial can take many different forms. The mind keeps the sufferer from accepting reality. The denial period lasts for a few weeks or months. The longer the period lasts, the longer it takes to move through the healing process.

8. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Anger Some form of anger usually replaces the emotional vacuum left by denial. It usually contains a feeling of helplessness. Anger should be expressed in a way that will not harm others.

9. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Helplessness The individual tries but still fails to move forward, thereby continuing to suffer. The individual makes the mistake of either sharing too much emotion with others or retreating into isolation. To move through this stage effectively, the individual must be aware that one should not enter into other’s sorrow.

10. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Bottoming out Bottoming out means releasing the thoughts, tensions, memories, and emotions that force one to hold on to the past. At this stage, it becomes possible to let go of the emotional burden. The step is gradual. The shock, denial, and anger become memories.

11. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Experimenting Once a person bottoms out, the recovery begins. Normal curiosities and desires come back and new experiences become evident. Emotions left over for other people and projects are not all consumed by the recovery.

12. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Completion Also called rebirth. Indicates that the cycle is complete. The event becomes a part of active memory that can be thought about without undue pain. Regression often takes place even in the best of mending cycles, and is normal.

13. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Seven Stages of Personal Change Knowing the seven steps can help one ensure that emotional recovery is important and normal. It can also help one understand what is happening, to evaluate progress. A personal change can affect one’s self- esteem.

14. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Organizational change is a change that a group of people must learn to accept and implement. Change is a necessary part of doing business.

15. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change The Lewin Change model – A workplace model with three steps: Unfreezing the status quo. Making changes. Refreezing to the previous work mode. Unfreezing Movement or Transition Refreezing

16. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Unfreezing In any group change process, people’s habits, attitudes, and positions usually have to change to adjust. On a structural level, redesigning the organization could be the focus of the change effort. Fear in some form is nearly always one of the major obstacles.

17. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Moving to another condition Actual changes are made. On the structural level, it could include changes in organizational relationships, reward systems, or reporting relationships. Refreezing This final step is relatively secure against change. The company must ensure that the new behaviors become new norms or standards on the job.

18. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Current criticism of Lewin’s model Refreezing is not a realistic concept. In today’s business world, taking the time to refreeze would hinder progress. The refreezing step is unrealistic when environmental and technological changes are everyday realities.

19. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Organizational Change Status Quo Desired State Restraining Forces Driving Forces

20. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Force field analysis The status quo between the driving forces and the restraining forces. The driving forces try to take over and change the status quo; the restraining forces try to defend it. The task is either to build up the driving forces or to decrease the restraining forces. If driving and restraining forces are equal in strength, no change will take place.

21. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change Force field analysis is positive in three ways: It gets the changers to plan for change. It allows for a close look at the forces likely to restrain. Analysis of the restraining forces keeps conflict from beginning.

22. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change The Logical Incrementalism model acknowledges that bringing about changes in a large organization is usually time-consuming and complicated. This model addresses change at the individual and corporate levels.

23. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Models of Organizational Change The five stages of logical incrementalism are: General concern, a vague feeling or awareness of a threat or opportunity. Broadcasting a general concern or idea without details (trial balloon). Development of a formal plan for change: the new idea is outlined. Using an opportunity or crisis to begin the change plan. Ongoing adaptation of the plan.

24. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Why Employees Resist Change People resist change due to the following: Hearing only what they want or expect to hear. Fear of the unknown. Fear of loss. Resentment of the change agent. Belief that the change is wrong. Rebellion against the speed of change.

25. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Japanese Approach Characteristics of the Japanese approach to change Japanese managers get employees involved with the change process. They spend hours studying the problem, examining solutions, and analyzing possible results. Japanese companies have few layers of management. Most companies don’t blame the employees, if a problem arises. They blame the process, the system, or the management.

26. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Organizational Development (OD) OD is a planned, companywide, systematic method of achieving change in an organization. The OD change agent specializes in planned changes. Training tools called OD interventions are used to teach members of the organization how to solve problems they face.

27. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Organizational Development (OD) Ideals of OD Participative operations Equality Respect for others Confrontation Trust and mutual support

28. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Organizational Development (OD) OD is often used as a tool for empowerment. Empowered employees feel in control of their contributions. OD interventions make employees more comfortable and help them accept the new position that empowerment gives them.

29. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Cisco Culture Change Plan