Coping with the Future: The Challenge of Change CHAPTER 2 Coping with the Future: The Challenge of Change

Changes in the workplace The “Darwinian” global economy The virtual office and telecommuting Flexible work schedules Emphasis on results versus “putting in time” Multiple jobs/careers Diversification and globalization of the workplace

Why change in the workplace is often resisted Psychological barriers to change Economic insecurity Fear of the unknown Threats to social relationships Habit Failure to recognize the need for change Organizational (social and structural) barriers to change Structural inertia Work group inertia Threats to the existing balance of power Previously unsuccessful change efforts

Why change in the workplace is often resisted Psychological barriers to change Economic insecurity Fear of the unknown Threats to social relationships Habit Failure to recognize the need for change Organizational (social and structural) barriers to change Structural inertia Work group inertia Threats to the existing balance of power Previously unsuccessful change efforts

Overcoming resistance to change Participation Providing clarity Rewarding people for changing Obtaining political support

Techniques of organizational development: survey feedback Survey feedback: change through information Some or all employees respond to a carefully developed questionnaire The information obtained is reported back to employees Specific plans are developed for dealing with the problems identified by the survey Advantages of the survey feedback technique Yields a large amount of useful information quickly Is flexible and works in many different settings Is often helpful in developing concrete plans for change

Techniques of organizational development: sensitivity training Sensitivity training (encounter groups, laboratory groups, T-groups) The only task of such groups is sensitivity training (developing insight) The group “leader” is a facilitator The learning experience can be intense and even painful “Spillover” effects can occur, raising the issues of trust and vulnerability

Techniques of organizational development: team building Team building to create more effective work groups Step 1: Identify problems, have a diagnostic session, and then collect data Step 2: List desired changes Step 3: Develop appropriate action plan(s) Step 4: Evaluate progress (feedback) Step 5: Re-start the process?

Techniques of organizational development: quality of work life Quality of work life approach Create a climate of mutual respect Work restructuring to make jobs more interesting and varied Create a safer and more comfortable workplace Narrow the status gap Participative style of decision-making Quality circles (small groups of about 10) Concern with the quality of work performed Concern with the work environment

Techniques of organizational development: quality of work life Benefits of the quality of work life approach increased job satisfaction? (in the short term, yes; in the long term, not so much) increased organizational commitment? increased productivity? (typically, yes) increased organizational effectiveness? (mixed) Two potential pitfalls Lack of cooperation between management and workers Failure to implement the agreed-upon program

Opportunities for development Dual career ladders Managerial ladder Professional ladder

The “temping” of the workforce The “temping” of the workforce (contingent work) Advantages to the workers More time for other activities Opportunities to acquire new skills and experience Opportunities to network and to compare different work settings

The “temping” of the workforce The “temping” of the workforce (contingent work) Disadvantages to the workers No pensions No job security No benefit packages Potential morale problems and conflict Perceived second-class status

Opportunities for development Making the best of being a contingent worker Develop an entrepreneurial spirit Develop definable skills Market yourself Realize that no one’s position is absolutely secure Enjoy the flexibility of contingent employment

Opportunities for development Transferable job skills Learn to learn Keep up with technology Develop person (social) skills Emotional expressivity (expressivity) Emotional sensitivity (empathy) Emotional control (controlling one’s emotions) Social expressivity (poise) Social sensitivity (tact, discretion, appropriateness) Social control (impression management, role-playing)