Managing Change Joyce Osland San Jose State University

The Challenge “How are you supposed to change the tires on a car when it’s going 60 miles per hour?” Epitaph of a change agent

Write down and discuss with your neighbor: What do you already know about change? What do you want to learn about change?

Nature of Organizational Change  Incremental or transformative  Means reexamining basic assumptions  Involves a mourning period for old ways  New behavior leads to new attitudes  Process of unfreezing, moving, refreezing  Too much change is disturbing  Process not an event  Unpredictable  Results in unanticipated consequences

TYPES OF CHANGE INCREMENTALLinearContinuous Targeted at fixing or Modifying problems or procedures TRANSFORMATIVERadicalDiscontinuousMultidimensionalMultilevel Modifies fundamental structures, systems, orientation, strategies

Requirements for Organizational Change  Top management support  Critical mass  Trust  New psychological contracts  New behaviors  Organizational learning  Institutionalization of innovations

Change is a process, not an edict. Technical Solution Process

Determining the Need for Change Steps in the Change Process Establishing an Implementation Plan Analyzing Potential Resistance and Obtaining Participation Creating a Tentative Plan Developing a Shared Vision Forming a Guiding Coalition Evaluating the Change Implementing the Change Communicating the Change

Conditions Favorable for Change C=(D X S X P) > X Where... C = change D = dissatisfaction with status quo S = an identifiable and desired end state P = practical plan for achieving the desired end state state X = the cost of change to the organization

Determining the Need for Change Steps in the Change Process Establishing an Implementation Plan Analyzing Potential Resistance and Obtaining Participation Creating a Tentative Plan Developing a Shared Vision Forming a Guiding Coalition Evaluating the Change Implementing the Change Communicating the Change

Determining the Need for Change Steps in the Change Process Establishing an Implementation Plan Analyzing Potential Resistance and Obtaining Participation Creating a Tentative Plan Developing a Shared Vision Forming a Guiding Coalition Evaluating the Change Implementing the Change Communicating the Change

Determining the Need for Change Steps in the Change Process Establishing an Implementation Plan Analyzing Potential Resistance and Obtaining Participation Creating a Tentative Plan Developing a Shared Vision Forming a Guiding Coalition Evaluating the Change Implementing the Change Communicating the Change

Resistance to Change  A natural reaction to change  Part of the process of adaptation  Ensures that plans for change and their ultimate consequences are carefully thought through.

Sources of Resistance to Change  Inadequate change goal  Inadequate process  Personal resistance  Political resistance  Systemic resistance

THE 7S MODEL Shared Values Systems Structure Style Skills Staff Strategy FIT

Resistance to Change  Something else to manage: –Understand the source –Listen carefully to concerns –Refrain from seeing resisters as adversaries –Use the appropriate tactic in response

TACTICS FOR DEALING WITH RESISTANCE  Empathy  Education and communication  Participation and involvement  Facilitation and support  Co-optation  Negotiation and agreement  Manipulation  Coercion Commitment Compliance

Determining the Need for Change Steps in the Change Process Establishing an Implementation Plan Analyzing Potential Resistance and Obtaining Participation Creating a Tentative Plan Developing a Shared Vision Forming a Guiding Coalition Evaluating the Change Implementing the Change Communicating the Change