Course Check-up (YOU may ask yourself … why is he writing in blue?) Any Questions? Dates for … Written Assignment (Feb 19) Case exam (March 5) Sim (March 19/21) Report and Presentation (last class) (Suggested)

Lewin’s Three-Step Change Model Unfreezing Movement Refreezing Unfreezing: getting ready for change GOAL - minimizing resistance Moving: Making the change GOAL - changing people (individuals and groups); tasks; structure; technology Refreezing: Stabilizing the change GOAL - reinforcing outcomes, evaluating results, making constructive modifications Material pertinent to this illustration is found on pages 362-364. Unfreezing: getting ready for change minimizing resistance Moving: Making the change changing people (individuals and groups); tasks; structure; technology Refreezing: Stabilizing the change reinforcing outcomes, evaluating results, making constructive modifications

Unfreezing the Status Quo Desired State Driving Forces Restraining Time Material pertinent to this illustration is found on pages 362-364.

To Unfreeze

Unfreezing Arouse dissatisfaction with the current state tell them about deficiencies in organization Activate and strengthen top management support need to break down power centres Use participation in decision making get people involved Build in rewards tie rewards to change/use recognition, status symbols, praise to get people to go along This material is found on page 362-364.

Moving Establish goals e.g. make business profitable by end of next year Institute smaller, acceptable changes that reinforce and support change e.g. procedures and rules, job descriptions, reporting relationships Develop management structures for change e.g. plans, strategies, mechanisms that ensure change occurs Maintain open, two-way communication This material is found on page 362-364.

Refreezing Build success experiences Reward desired behaviour Set targets for change, and have everyone work toward targets Reward desired behaviour GOOD - reward behaviour that reinforces changes BAD - reward old system (e.g., people relying on old systems while computerization is going on) Develop structures to institutionalize the change Organizational retreats, appropriate computer technology, performance appraisals that examine change efforts Make change work This material is found on page 362-364.

Punctuated - Equilibrium Model

Readings 1) What was the big message? 2) What did you find that was “interesting” 3) How did it relate to previous readings? 4) Were there any “holes” or weak points? 5) What did you take away? New Approaches to Communication Management by Ursula Stroh and Miia Jaatinen (Journal of Communications Management, 2001) Change Communication: using strategic employee communication by Deborah Barrett (Corporate Communications, 2002)

Live Case: Brock University On Jan. 17, 2019, the Ontario Government announced a 10-per-cent reduction in college and university tuition based on the 2018-19 rates. A balanced 2018-19 operating budget of $339 million was submitted – this included $116.3 million in revenues from students. A 10-per-cent reduction in tuition rates, as prescribed by the government, represents an $11.6 million reduction in revenues (plus 3.8 M in lost future revenue) – thus about a 15M shortfall. We have to put our students, faculty and staff at the centre of our considerations as we endeavour to work within new operating budgetary realities facing the University. Drawing from the two articles – how might Brock University communicate the ‘unfreezing’ needed to adapt to this announcement?

Next Day Reading The power of emotional appeals in promoting organizational change programs, Fox & Amichai-Hamburger, Academy of Management Executive Self Organizing transitions: A pattern amid the chaos of transformative change, Lichtenstein; Academy of Management Executive OR