© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Managing Change and Organizational Learning Chapter Sixteen
16-2 After reading the material in this chapter, you should be able to: LO16.1 Discuss the external and internal forces that can create the need for organizational change. LO16.2 Describe Lewin’s change model and the systems model of change. LO16.3 Explain Kotter’s eight steps for leading organizational change.
16-3 After reading the material in this chapter, you should be able to: LO16.4 Review the 11 reasons employees resist change. LO16.5 Identify alternative strategies for overcoming resistance to change. LO16.6 Define the term learning organization LO16.7 Review the factors that hinder an organization’s ability to learn from success and failure.
16-4 Forces of Change External forces for change originate outside the organization Internal forces for change originate inside the organization.
16-5 Lewin’s Change Model Unfreezing Focus is to create the motivation to change Begin by disconfirming the usefulness or appropriateness of employees’ present behaviors or attitudes
16-6 Lewin’s Change Model Benchmarking the overall process by which a company compares its performance with that of other companies, then learns how the strongest- performing companies achieve their results
16-7 Lewin’s Change Model Changing providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done change can be aimed at improvement or growth, or it can focus on solving a problem such as poor customer service or low productivity
16-8 Lewin’s Change Model Refreezing Change is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing things Giving employees the chance to exhibit new behaviors, which are then reinforced
16-9 A Systems Model of Change Systems Approach Based on the premise that any change, no matter how large or small, has a cascading effect throughout an organization Takes a “big picture” perspective of organizational change
16-10 A Systems Model of Change
16-11 Steps to Leading Organizational Change Table 16-1
16-12 The OD Process
16-13 Overcoming Resistance to Change Resilience to change represents a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control, was positively associated with recipients’ willingness to accommodate or accept a specific organizational change
16-14 Six Strategies for Overcoming Resistance to Change
16-15 Factors That Detract from an Organization’s Ability to Learn from Failure