Chapter 19: Organizational Change Creating Effective Organizations

Planning for Change 1. Diagnose the present condition 2. Set goals and define the future state 3. Define the transition state between the present and the future 4. Develop strategies for managing the transition 5. Evaluate the change effort 6. Develop a balance between stability and flexibility

Step 4 Step 3 Step 2 Step 1 Step 5 Step 6 Step 7

Model of Individual Change Pre conditions for change: Pre conditions for change: 1.Felt need 2.Support for the change from a significant other(s) Needed movement for successful change: Needed movement for successful change: 1.From general to specific goals 2.From old to new social ties 3.From lower to higher self esteem 4.From external to internal motivation

Building Support for Your Vision BedfellowsAllies AdversariesOpponents HighLow High Trust Agreement Fence sitters

Anxiety Gap Anxiety Performance Change Point

Responsibility Chart Actors Decisions CODE:R-- Responsibility (initiates) A-V Approval (right to veto) S-- Support (put resources against) I-- Inform (to be informed)

The 3 Is for Reducing Resistance to Change 1. Information 2. Involvement 3. Incentives

High Low Medium Effects of an Ongoing Personal Management Interview Program SOURCE: Boss, 1983 Combined measures of team effectiveness including productivity, leader-subordinate relations, participation and teamwork, trust, and meeting effectiveness. B Teams initially instituted a P.M.I. system, then stopped B Teams re-instituted a P.M.I. system