1. INDIVIDUAL AND ORGANIZATIONAL CHANGE11
INDIVIDUAL AND ORGANIZATIONAL CHANGE

2. Learning Objectives Why Change is a Fact of Life
List the seven major life changes.
Seven stages of personal change.
Models of organizational change.

3. Learning Objectives Why employees resist change.
Japanese approach to change in the business world.
Organizational development.

4. Do you enjoy change?

5. Change is a Reality and we all live with it.

6. Emotional Personal Change Planned Changes in an Organization
Two Types of Change
Emotional Personal Change
Planned Changes in an Organization

7. Being able to deal with change
Coping
Being able to deal with change

8. Change Usually accompanied by a great sense of loss
Severe change can create tremendous stress
Usually accompanied by a great sense of loss

9. Change Negative Positive Marriage Ending Friendship Ending
Losing a Job
Marriage
Promotion
New Responsibilities
Relocation

10. Holmes-Rahe Readjustment Scale
Scale List of Many Types of Change pg. 283

11. The Seven Major Life Changes
Loss
Separation
Relocation
A change in relationship
A change in direction
A change in health
Personal growth

12. Common Characteristics
They happen to everyone
They seem to happen without your control
They have a ripple effect
You will feel the results of change

13. The Seven Major Life Changes
Figure 11.2: Seven Stages of Personal Change

14. Emotional Standstill Shock First reaction
Gap between rational thinking and emotions
Greatest stress comes from what you no longer have

15. Denial Minds can accept change Most deny it emotionally
False hope the marriage will survive
Not allow yourself to believe your loved one is gone
Longer it lasts the longer it takes to heal

16. Anger Anger usually replaces denial Feeling of helplessness
Being a victim
Support groups can be helpful

17. Helplessness Trying to move forward but failing Suffering
Share too much emotion with others
isolation

18. Bottoming Out Possible to let go of the emotional burden
Peaceful feeling
Gradual steps
Allowing shock, denial, anger become memories

19. Normal curiosities and desires come back
Experimenting
Recovery can begin
Normal curiosities and desires come back
Healing
Date again
New job

20. Still may reemerge or have fallback days
Completion
Rebirth
Cycle is complete
Still may reemerge or have fallback days
New perspective
Can start anew

21. Helmstetter’s Six Steps for Dealing with Change
Recognize and understand the change
Accept or reject the change
Choose your attitude toward the change
Choose how you will deal with change
Choose your every day actions
Evaluate your daily progress

22. Models of Organizational Change
Change that a group of people must learn to accept and implement

23. Models of Organizational Change
Change is a necessary part of doing business

24. Models of Organizational Change
Do you work with people who resist change?

25. Models of Organizational Change
Why is it important for businesses to make changes?

26. Lewin Change Model Most popular workplace change models
3 different levels where any change has to happen

27. Lewin Change Model
1. Individuals must be convinced that change is essential
2. Systems need to be changed
3. Organizational climate must be adjusted

28. 2. Moving to another condition: develop new skills, reward systems
Lewin Change Model
1. Unfreezing: promote, fire, prepare for change, convince them of the change
2. Moving to another condition: develop new skills, reward systems
3. Refreezing: new hiring policies, new behaviors become new standards of the job

29. Force Field Analysis Driving Forces Restraining Forces
Trying to take over and change
Trying to keep things the same

30. Logical Incrementalism
Model that uses a five-step process to implement planned change

31. Logical Incrementalism
1.General concern
2. Broadcasting
3. Development
4. Using an Opportunity
5. Ongoing Adaptation

32. A vague feeling or awareness of a threat or opportunity
General Concern
A vague feeling or awareness of a threat or opportunity

33. Broadcasting a general concern or idea without details
New idea tried out without details

34. Development of a formal plan for change
New idea is outlined of concept and method of making it happen

35. Using an opportunity or crisis to being the change plan
Something important that gets everyone’s attention

36. Ongoing adaptation of the plan
Finding what succeeds and what does not

37. Why Employees Resist Change
Hearing only what they want or expect to hear.
Fear of the unknown.
Fear of loss.
Resentment of the person in charge of the change.
Belief that the change is wrong.
Rebellion against the speed of change.

38. Excuses for Resisting Change
We don’t have time to do it
We’ve tried something similar and it didn’t work
You can’t teach an old dog new tricks
It’s unrealistic
It’s not on my job description

39. The Japanese Approach
Employees are involved with the change process
Managers examine each possible solution before a change takes place
Encourage communication and less managers
If there is a problem the process is blamed not the employee

40. Organizational development
Planned method of achieving change in an organization

41. Organizational development Change Agent
Someone who specializes in planned change

42. Organizational development Interventions
Training tools that teach members how they can solve problems

43. Strategies for Success
Managing personal change in the workplace:
Become aware of it.
Talk about the change.
Maintain the organizational ideal.
Breaking down the resistance to change in your organization:
Create a climate where change is acceptable.
Involve everyone in the change effort.