1. Managing Change and Stress
Chapter 19
Managing Change and Stress
Forces of Change
Models and
Dynamics of Planned
Change
Understanding and
Managing Resistance
to Change
Dynamics of Stress

2. The External Forces of Change
19-2
Figure 19-1
The External Forces of Change
Demographic Characteristics
Age
Education
Skill level
Gender
Immigration
Technological Advancements
Manufacturing information
Information technology
Market Changes
Mergers and acquisitions
Domestic and international competition
Recession
Social and Political Pressures
War
Values
Leaders
The Need for Change
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3. The Internal Forces of Change
19-3
Figure 19-1 cont.
The Internal Forces of Change
The Need for Change
Human Resource Problems/Prospects
Unmet needs
Job dissatisfaction
Absenteeism and turnover
Productivity
Participation/suggestions
Managerial Behavior/Decisions
Conflict
Leadership
Reward systems
Structural reorganization
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4. A Generic Typology of Organizational Change
19-4
Figure 19-3
A Generic Typology of Organizational Change
Radically Innovative Change
Adaptive Change
Innovative Change
Reintroducing a familiar practice
Introducing a practice new to the organization
Introducing a practice new to the industry
Low
High
Degree of complexity,
cost, and uncertainty
Potential for
resistance to change
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5. Lewin’s Change Model 19-6 Changing Refreezing Unfreezing
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
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6. A Systems Model of Change
19-7
Figure 19-3
A Systems Model of Change
Target Elements of Change
Organizing Arrangements
Inputs
Outputs
Internal
Strengths
Weaknesses
External
Opportunities
Threats
Internal
Organizational
level
Department/
group level
Individual level
Social
Factors
Strategy
Goals
People
Methods
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7. Kotter’s Eight Steps for Leading Organizational Change
19-8
Table 19-1
Kotter’s Eight Steps for Leading Organizational Change
Step
Description
Unfreeze the organization by creating a compelling reason for why change is needed
Establish a sense of urgency
Create a cross-functional, cross-level group of people with enough power to lead the change
Create the guiding coalition
Create a vision and strategic plan to guide the change process
Develop a vision and strategy
Create and implement a communication strategy that consistently communicates the new vision and strategic plan
Communicate the change-vision
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8. Kotter’s Eight Steps for Leading Organizational Change
19-9
Table 19-1 cont.
Kotter’s Eight Steps for Leading Organizational Change
Step
Description
Eliminate barriers to change, use target elements of change to transform the organization
Empower broad-based action
Plan for and create short-term “wins” or improvements
Generate short-term wins
The guiding coalition uses credibility from short-terms wins to create change. Additional people are brought into the change process as change cascades throughout the organization
Consolidate gains and produce more change
Reinforce the changes by highlighting connections between new behaviors and processes and organizational success
Anchor new approaches in the culture
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9. Organizational Development
19-10
Organizational Development
Organizational Development a set of techniques or tools that are used to implement organizational change
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10. Overcoming Resistance to Change
19-15
Table 19-2
Overcoming Resistance to Change
Approach
Commonly Used in Situations Where:
Advantages
Drawbacks
Can be very time consuming if lots of people are involved
Once persuaded, people will often help with implementation of change
There is a lack of information or inaccurate information & analysis
Education + Communication
Can be very time consuming if participators design an inappropriate change
People who participate will be committed to the implementation of change
The initiators do not have all the information they need to design the change & others have considerable power to resist
Participation + Involvement
Can be very time consuming, expensive and still fail
No other approach works as well with adjustment problems
People are resisting because of adjustment problems
Facilitation + Support
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11. Overcoming Resistance to Change
19-16
Table 19-2 cont.
Overcoming Resistance to Change
Approach
Commonly Used in Situations Where:
Advantages
Drawbacks
Can be too expensive in may cases if it alerts other to negotiate for compliance
Sometimes it is a relatively easy way to avoid major change
Someone or some group will clearly lose out in a change and where that group has considerable power to resist
Negotiation + Agreement
Can lead to future problems if people feel manipulated
It can be relatively quick and inexpensive
Other tactics will not work or are too expensive
Manipulation + Co-optation
Can be very risky ad leave people made at the initiators
It is speedy and can overcome any kind of resistance
Speed is essential and where the change initiators possess considerable power
Explicit + Implicit coercion
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12. 19-17
Stress
Stress behavioral, physical, or psychological response to stressors
Stress is not merely nervous tension
Stress can have positive consequences
Stress is not something to be avoided
The complete absence of stress is death
Stress is inevitable
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