1. Coping with the Future: The Challenge of Change
CHAPTER 2
Coping with the Future:
The Challenge of Change

2. Changes in the workplace
The “Darwinian” global economy
The virtual office and telecommuting
Flexible work schedules
Emphasis on results versus “putting in time”
Multiple jobs/careers
Diversification and globalization of the
workplace

3. Why change in the workplace is often resisted
Psychological barriers to change
Economic insecurity
Fear of the unknown
Threats to social relationships
Habit
Failure to recognize the need for change
Organizational (social and structural) barriers to change
Structural inertia
Work group inertia
Threats to the existing balance of power
Previously unsuccessful change efforts

5. Why change in the workplace is often resisted
Psychological barriers to change
Economic insecurity
Fear of the unknown
Threats to social relationships
Habit
Failure to recognize the need for change
Organizational (social and structural) barriers to change
Structural inertia
Work group inertia
Threats to the existing balance of power
Previously unsuccessful change efforts

6. Overcoming resistance to change
Participation
Providing clarity
Rewarding people for changing
Obtaining political support

7. Techniques of organizational development: survey feedback
Survey feedback: change through information
Some or all employees respond to a carefully developed questionnaire
The information obtained is reported back to employees
Specific plans are developed for dealing with the problems identified by the survey
Advantages of the survey feedback technique
Yields a large amount of useful information quickly
Is flexible and works in many different settings
Is often helpful in developing concrete plans for change

8. Techniques of organizational development: sensitivity training
Sensitivity training (encounter groups, laboratory groups, T-groups)
The only task of such groups is sensitivity training (developing insight)
The group “leader” is a facilitator
The learning experience can be intense and
even painful
“Spillover” effects can occur, raising the issues
of trust and vulnerability

9. Techniques of organizational development: team building
Team building to create more effective
work groups
Step 1: Identify problems, have a diagnostic session, and then collect data
Step 2: List desired changes
Step 3: Develop appropriate action plan(s)
Step 4: Evaluate progress (feedback)
Step 5: Re-start the process?

10. Techniques of organizational development: quality of work life
Quality of work life approach
Create a climate of mutual respect
Work restructuring to make jobs more interesting and varied
Create a safer and more comfortable workplace
Narrow the status gap
Participative style of decision-making
Quality circles (small groups of about 10)
Concern with the quality of work performed
Concern with the work environment

11. Techniques of organizational development: quality of work life
Benefits of the quality of work life approach
increased job satisfaction? (in the short term, yes; in the long term, not so much)
increased organizational commitment?
increased productivity? (typically, yes)
increased organizational effectiveness? (mixed)
Two potential pitfalls
Lack of cooperation between management and workers
Failure to implement the agreed-upon program

12. Opportunities for development
Dual career ladders
Managerial ladder
Professional ladder

14. The “temping” of the workforce
The “temping” of the workforce (contingent work)
Advantages to the workers
More time for other activities
Opportunities to acquire new skills and experience
Opportunities to network and to compare different work settings

15. The “temping” of the workforce
The “temping” of the workforce (contingent work)
Disadvantages to the workers
No pensions
No job security
No benefit packages
Potential morale problems and conflict
Perceived second-class status

16. Opportunities for development
Making the best of being a contingent worker
Develop an entrepreneurial spirit
Develop definable skills
Market yourself
Realize that no one’s position is absolutely secure
Enjoy the flexibility of contingent employment

17. Opportunities for development
Transferable job skills
Learn to learn
Keep up with technology
Develop person (social) skills
Emotional expressivity (expressivity)
Emotional sensitivity (empathy)
Emotional control (controlling one’s emotions)
Social expressivity (poise)
Social sensitivity (tact, discretion, appropriateness)
Social control (impression management, role-playing)