1. Organizational Change
Objectives:
Define ‘organizational change’.
Describe common change strategies.
Review issues surrounding ‘resistance’ to change.
Outline methods for successsful change.
Consider ‘stress’ and ‘change’ in organizations.
Schermerhorn; Ch. 19 1

2. Successful ongoing change is essential to organizations
Organizational Change
Successful ongoing change is essential to organizations
Schermerhorn; Ch. 19 2

3. Types of change Radical Change Incremental Change Unplanned Change
Schermerhorn; Ch. 19 3

4. Change Agent: the people who lead and support the change process
Terms:
Change Agent: the people who lead and support
the change process
Innovation: the process of creating new ideas and
putting them into practice
Schermerhorn; Ch. 19 4

5. Forces of Change Environment Economic Regulatory Health Factors Legal
Personnel
Technology
Schermerhorn; Ch. 19 5

6. Purpose
Clarify or create
mission & objectives
Objectives
Set or modify specific
performance targets
Technology
Improve equipment
facilities, & work
flows
Strategy
Clarify or create
strategic &
operational plans
Change
Targets
Structure Update
organizational design
& coordination
mechanisms
Culture
Clarify or create core
beliefs and values
Tasks
Update job designs
for individuals &
groups
People
Update recruiting &
selection practices;
training, development
Schermerhorn; Ch. 19 6

7. Unfreezing = the stage at which a situation is
Phases Kurt Lewin
Unfreezing = the stage at which a situation is
prepared for change
Changing = taking action
Refreezing = the stage at where changes are
reinforced and stabilized
Schermerhorn; Ch. 19 7

8. Schermerhorn; Ch. 19 8

9. Why do people resist change?
Schermerhorn; Ch. 19 9

10. Why do people resist change?
Fear of the unknown
Lack of good information
Fear for loss of security
No reasons to change
Fear for loss of power
Lack of resources
Bad timing
Schermerhorn; Ch

11. Criteria for successful changes:
Benefit: The change should have a clear relative advantage for the people being asked to change; it should be perceived as ‘a better way’
Compatibility: The change should be as compatible as possible with the existing values and experiences of the people being asked to change
Complexity: The change should be no more complex than necessary; it must be as easy as possible for people to understand and use
Triability: The change should be something that people can try on a step-by-step basis and make adjustments as things progress
Schermerhorn; Ch

12. Methods for dealing with resistance to change:
Education & Communication
Use When: People lack information or have inaccurate information
Advantages: Creates willingness to help with change
Disadvantages: Time consuming
Schermerhorn; Ch

13. Methods for dealing with resistance to change:
Participation & Involvement
Use When: Other people have important information and/or power to resist
Advantages: Adds information to change planning; builds commitment to the change
Disadvantages: Time consuming
Schermerhorn; Ch

14. Methods for dealing with resistance to change: Facilitation & Support
Use When: Resistance traces to resource or adjustment problems
Advantages: Satisfies directly specific resources or adjustment needs
Disadvantages: Time consuming & may be expensive
Schermerhorn; Ch

15. Methods for dealing with resistance to change: Negotiation & Agreement
Use When: A person or group will ‘lose’ something because of the change
Advantages: Helps avoid major resistance
Disadvantages: May be expensive
Can lead others to seek similar ‘deals’
Schermerhorn; Ch

16. Methods for dealing with resistance to change:
Manipulation & Cooptation
Use When: Other methods don’t work or are too expensive
Advantages: Can be quick and inexpensive
Disadvantages: Can create future problems if people sense manipulation
Schermerhorn; Ch

17. Methods for dealing with resistance to change:
Explicit & implicit coercion
Use When: Speed important and change agent has power
Advantages: Quick; overpowers resistance
Disadvantages: Risky if people get ‘mad’
Schermerhorn; Ch

18. ‘Change is stressful’
Schermerhorn; Ch

19. Involve your leaders
Schermerhorn; Ch

20. Resistance to change should:
be expected
not be feared
is a source of feedback than can improve change effort
Schermerhorn; Ch