1. Strategic Change Management “Creating Readiness for Organizational Change”
Group 3
夏和樂
洪榮松
林盈竹

2. Purpose of the Study: Clarify the readiness for change concept.
Examine how change agents can influence employee.
This research focuses primarily on the activities of internal change agents (i.e., organizational leaders, managers, etc.)
Because the energy, inspiration, and support necessary to create readiness must come from within the organization.

3. Contribution of this study
Readiness to change
A model
4 factors have been contributed
Typology of readiness
A large multiple national corporation’s efforts

4. Contribution of this study
1) Readiness for change is distinguished from resistance to change.
Readiness is described in terms of organizational members’ beliefs, attitudes and intentions.
2) A model is offered that describes the influence strategies as well as the importance of change agent credibility and interpersonal and social dynamics in the readiness creation process.
3) By combining urgency of, and employee readiness for, needed changes, a typology of readiness program is offered.
4) A large multinational corporation’s efforts to create readiness for large-scale change are described to provide a cogent illustration of the various readiness interventions describes in the model.

5. Why is Readiness for change an important factor?
Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture.
Readiness is similar to Lewin’s (1951) concept of unfreezing, is reflected in organizational member’s beliefs, attitude, and intentions regarding the extent to which changes are needed and the organization’s capacity to successfully make those changes.

6. A Readiness Model A classic study by Coch and French (1948),
traditionally described as an experiment in reducing resistance to change
demonstrated the value of allowing organization members to participate in change efforts.

7. The message
The primary mechanism for creating readiness for change among members on a organization is the message for change.
In general, the readiness message should incorporate two issues:
A) the need for change, that is, the discrepancy between the desired end-state.
B) The individual and collective efficacy (i.e., the perceived ability to change) of parties affected by the change effort.

8. The message
The discrepancy message involves communicating where the organization is currently, where it wants to be, and why that end-state is appropriate.
Efficacy. While the realization that a discrepancy exist can be a powerful motivator for change, other reactions are also possible. For example, Nadler and Tushman (1989) discuss the possibility that awareness of discrepancy can result in counterproductive energy.

9. Interpersonal and Social Dynamics
Because a readiness effort involves convincing a collection of socially- interacting individuals to change:
their beliefs, attitudes, and intentions in accordance with the discrepancy and efficacy aspects of the message.

10. Influence Strategies
Two strategies offered by Bandura (1977) and Fishbein and Azjen (1975) for influencing individual cognitions are appropriate for creating readiness for organizational change: persuasive communication ( both oral and written) and active participation.
A third strategiy consists of the management of external sources of information.
These three strategies have certain advantages and disadvantages (e.g timeliness and manageability)

11. Persuasive Communication
Primarly a source of explicit information regarding discrepancy and efficacy.
Oral persuasive communication consists of in-person speeches, either live (e.g., speaking in person or through teleconferencing technology) or recorded (e.g., audio/videotape).
Written persuasive communication consists of documents prepared by the organization (e.g., newsletters, annual reports, memos)

12. Management of External Information:
Source outside the organization can be used to bolster messages sent by the change agent.
For example, a diagnostic report prepared by a consulting firm may be used to add credibility to a message sent by the change agent.
Generally, a message generated by more than one source, particularly if external to the organization, is given a greater air of believability and confirmation (Gist, 1987)

13. Active Participation:
Persuasive communication and the management of external information both emphasize the direct communication of readiness messages.
Change agents can also manage opportunities for organizational members to learn through their own activities, and thereby send readiness messages indirectly.

14. Change Agent Attributes:
The effectiveness of the influence strategies is depended upon the change agent wielding them.
Attributes, such as credibility, trustworthiness, sincerity, and expertise of the change agent are gleaned from what people know about the agent and/or the agent’s general reputation.

15. A Typology of Readiness Programs
Employee readiness is influenced by the message transmitted via the strategies, the change agent attributes, and the interpersonal and social dynamics of organizational members.

16. Hypothetical Readiness

17. Hypothetical Readiness
Low Readiness/Low Urgency
An aggressive program is appropriate when employees are not ready for organizational change yet there is ample time for creating that readiness.
Low Readiness/High Urgency
A crisis program may be appropriate when employees are not ready and there is a great urgency in implementing needed organizational changes.
High Readiness/Low Urgency
A maintenance program may be appropriate when employees are ready for change but there is a little urgency in implementing needed organizational changes.
High Readiness/High Urgency
A quick response program may be appropriate when employees are ready and the time available for implementing needed change is short.

18. Active Participation
Formalized Strategic Planning: To augment the organization’s traditional profit planning activities.
The Global Awareness Program: To further emphasize the increased competiveness facing the company.
The 75th Anniversary Celebration and Show: TO celebrate the company’s 75th anniversary in 1986.

19. Processes for Planned Organization Change
Process Model
Planned organization change requires a systematic process of movement from one condition to another
Unfreezing
Process by which people become aware of the need for change
Change
Movement from the old way of doing things to a new way
Refreezing
Process of making new behaviors relatively permanent and resistant to further change

20. Continuous Change Process Model of Organization Change

21. Organization Development: Group and Individual Change
To set team goals and priorities
To examine relationships among those doing the work
To analyze and allocate the way work is performed
To examine how a group is working
Team Building Goals

22. Resistance to Change The Resistance to Change Paradox
Organizations invite change when change offers competitive advantage
Organizations resist change when change threatens the organization’s structure and control systems
Organizations must balance stability (permanence) with the need to react to external shifts (change)
Resistance can warn of the need to reexamine the need for change

23. Resistance to Change: Sources of Resistance to Change
Organizational Sources
Overdetermination
Narrow focus of change
Group inertia
Threatened expertise
Threatened power
Resource allocation changes
Individual Sources
Habit
Security
Economic factors
Fear of the unknown
Lack of awareness
Social factors

24. Managing Successful Organization Change and Development
Keys to Managing Change in Organizations
Consider international issues
Take a holistic view
Start small
Secure top management support
Encourage participation by those affected by the change
Foster open communication
Reward those who contribute to change

25. Conclusion:
This presentation has emphasized the importance of creating readiness as a precursor to organizational change and examined the influence strategies available to help generate readiness.
1) The readiness concept complements previous contributions made by Lawrence (1954), and Kotter and Schlesinger (1979) and other regarding resistance to change.
2) The readiness model suggests the importance of building readiness within the context facing the organization.
3) Decisions about implementing readiness programs should be guided by the urgency of the change and the extent to which employees are ready for the needed change.

26. Conclusion:
4) The detailed description of Whirlpool’s aggressive readiness program demonstrated the full complemented of strategies available to change agents.
5) The article argues for the active creation of readiness.
The concepts presented in this paper can be extended to include other change applications:
For example, readiness can be aimed at the individual level, taking on more of the appearances of coaching and counseling:
That is, a primary change agent, such as a CEO or some key officer, may need to ready other top officers so that they can become effective change agents for the organization as a whole.

27. Thanks for your listening