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. Forces of Change 19-2 External Demographic Characteristics
Figure 19-1
Forces of Change
External
Demographic Characteristics
Technological Advancements
Market Changes
Social and Political Pressures
The Need for Change
Internal
Human Resource Problem/Prospects
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3. A Generic Typology of Organizational Change
19-3
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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4. Assumptions Underlying Lewin’s Change Model
19-4
Assumptions Underlying Lewin’s Change Model
The change process involves learning something new, as well as discontinuing current attitudes, behaviors, and organizational practices
Change will not occur unless there is motivation to change
People are the hub of all organizational changes
Resistance to change is found even when the goals are highly desirable
Effective change requires reinforcing new behaviors, attitudes, and organizational practices
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5. Lewin’s Change Model 19-5 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
19-6
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
19-7
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
19-8
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
19-9
Organizational Development
Organizational Development a set of techniques or tools that are used to implement organizational change
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10. Characteristics of Organizational Development
19-10
Characteristics of Organizational Development
OD Involves Profound Change
OD is Value-Loaded
OD is a Diagnosis/Prescription Cycle
OD is Process-Oriented
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11. Why People Resist Change in the Workplace
19-11
Why People Resist Change in the Workplace
An individuals’ predisposition toward change
Surprise and fear of the unknown
Climate of mistrust
Fear of failure
Loss of status and/or job security
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12. Why People Resist Change in the Workplace Cont.
19-12
Why People Resist Change in the Workplace Cont.
Peer pressure
Disruption of cultural traditions and/or group relationships
Personality conflicts
Lack of tact and/or poor timing
Nonreinforcing reward systems
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13. The Continuum of Resistance to Change
19-13
Figure 19-4
The Continuum of Resistance to Change
Enthusiastic
Cooperation
Cooperation under pressure from management
Acceptance
Passive resignation
Indifference
Apathy or loss of interest in the job
Doing only what is ordered
Regressive behavior
Nonlearning
Protests
Working to rule
Doing as little as possible
Slowing down
Personal withdrawal
Committing “errors”
Spoliage
Deliberate sabotage
Acceptance
Indifference
Passive Resistance
Active Resistance
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14. Overcoming Resistance to Change
19-14
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
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15. Overcoming Resistance to Change
19-15
Table 19-2 cont.
Overcoming Resistance to Change
Approach
Commonly Used in Situations Where:
Advantages
Drawbacks
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
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
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16. Overcoming Resistance to Change
19-16
Table 19-2 cont.
Overcoming Resistance to Change
Approach
Commonly Used in Situations Where:
Advantages
Drawbacks
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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17. 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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18. Stressors environmental factors that produce stress
19-18
Stressors
Stressors environmental factors that produce stress
Cognitive Appraisal of Stressors
Reflect an individual’s overall perception or evaluation of a stressor
Primary Appraisal determining whether a stressor is irrelevant, positive, or stressful
Secondary Appraisal assessing what might and can be done to reduce stress
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19. Occupational Stress 19-19 Potential Stressors Outcomes
Figure 19-5
Occupational Stress
Potential Stressors
Outcomes
Individual Level
Psychological/
Attitudinal
Group Level
Behavioral
Cognitive
Appraisal
Coping
Strategies
Moderators
Organizational Level
Cognitive
Extraorganizational
Level
Physical Stress
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20. Moderators of Occupational Stress
19-20
Moderators of Occupational Stress
Moderators variables that cause the relationships between stressors, perceived stress and outcomes to be weaker for some and stronger for others
Awareness of moderators helps identify those more likely to experience stress and negative outcomes
Suggest possible solutions for reducing negative outcomes
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21. Social Support amount of helpfulness derived from social relationships
19-21
Social Support
Social Support amount of helpfulness derived from social relationships
Esteem support
Informational support
Social companionship
Instrumental support
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22. Hardiness personality characteristic that neutralizes stress
19-22
Hardiness
Hardiness personality characteristic that neutralizes stress
Embraces personality dimensions
Commitment
Internal Locus of Control
Challenge
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23. Type A Behavior Pattern
19-23
Type A Behavior Pattern
Type A Behavior Pattern aggressively involved in a chronic, determined struggle to accomplish more in less time
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24. Type A Characteristics
19-24
Table 19-3
Type A Characteristics
Hurried speech; explosive accentuation of key words
Tendency to walk, move, or eat rapidly
Constant impatience with rate at which most events take place
Strong preference for thinking of or doing two or more things at once
Tendency to turn conversations around to personally meaningful subjects or themes
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25. Type A Characteristics
19-25
Table 19-3
Type A Characteristics
Tendency to interrupt while others are speaking to make your point or to complete their train of thought in your own words
Guilt feelings during periods of relaxation or leisure time
Tendency to be oblivious to surroundings during daily activities
Greater concern for things worth having than with things worth being
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26. Type A Characteristics
19-26
Table 19-3 cont.
Type A Characteristics
Tendency to schedule more and more in less and less time; a chronic sense of time urgency
Feelings of competition rather than compassion when faced with another Type A person
Development of nervous tics or characteristic gestures
A firm belief that success is due to the ability to get things done faster than the other guy
A tendency to view and evaluate personal activities and the activities of other people in terms of “numbers”
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