1. HOFAM vak Organisatie & Management les 13

2. Model of Change Sequence of Events

3. Three Stages for Achieving Behavioral and Attitudinal Change
Unfreezing
Changing
Refreezing

4. Resistance to Change
- Self-Interest: fear of personal loss is perhaps the biggest obstacle to organizational change
- Lack of Understanding and Trust: do not understand the intended purpose of a change or distrust the intentions
- Uncertainty: lack of information about future events
- Different Assessments and Goals: people who will be affected by innovation may assess the situation differently

5. Force-Field Analysis Kurt Lewin
The process of determining which forces drive and which resist a proposed change
Driving Forces
Thought of as problems or opportunities that provide motivation for change
Restraining Forces (Barriers)
- Lack of resources
- Resistance from middle managers
- Inadequate employee skills

6. Tactics for Overcoming Resistance to Change (1)
Approach
Communication
Education
Participation
When to Use
Users need to feel involved; design requires information from others; have power to resist
Change is technical; users need accurate information & analysis

7. Tactics for Overcoming Resistance to Change (2)
Approach
Negotiation
Coercion
Top management support
When to Use
Group has power over implementation; will lose out in the change
Crisis exists; initiators clearly have power; other techniques have failed
Involves multiple departments or reallocation of resources; users doubt legitimacy of change

8. Four Roles in Organizational Change

9. Het vier-instrumentenmodel van managementcontrol