1. Course Check-up (YOU may ask yourself … why is he writing in blue?)
Any Questions?
Dates for …
Written Assignment (Feb 19)
Case exam (March 5)
Sim (March 19/21)
Report and Presentation (last class)
(Suggested)

2. Lewin’s Three-Step Change Model
Unfreezing
Movement
Refreezing
Unfreezing: getting ready for change
GOAL - minimizing resistance
Moving: Making the change
GOAL - changing people (individuals and groups);
tasks; structure; technology
Refreezing: Stabilizing the change
GOAL - reinforcing outcomes, evaluating results,
making constructive modifications
Material pertinent to this illustration is found on pages
Unfreezing: getting ready for change
minimizing resistance
Moving: Making the change
changing people (individuals and groups); tasks; structure; technology
Refreezing: Stabilizing the change
reinforcing outcomes, evaluating results, making constructive modifications

3. Unfreezing the Status Quo
Desired
State
Driving
Forces
Restraining
Time
Material pertinent to this illustration is found on pages

4. To Unfreeze

5. Unfreezing Arouse dissatisfaction with the current state
tell them about deficiencies in organization
Activate and strengthen top management support
need to break down power centres
Use participation in decision making
get people involved
Build in rewards
tie rewards to change/use recognition, status symbols, praise to get people to go along
This material is found on page

6. Moving Establish goals
e.g. make business profitable by end of next year
Institute smaller, acceptable changes that reinforce and support change
e.g. procedures and rules, job descriptions, reporting relationships
Develop management structures for change
e.g. plans, strategies, mechanisms that ensure change occurs
Maintain open, two-way communication
This material is found on page

7. Refreezing Build success experiences Reward desired behaviour
Set targets for change, and have everyone work toward targets
Reward desired behaviour
GOOD - reward behaviour that reinforces changes
BAD - reward old system (e.g., people relying on old systems while computerization is going on)
Develop structures to institutionalize the change
Organizational retreats, appropriate computer technology, performance appraisals that examine change efforts
Make change work
This material is found on page

8. Punctuated - Equilibrium Model

9. Readings 1) What was the big message?
2) What did you find that was “interesting”
3) How did it relate to previous readings?
4) Were there any “holes” or weak points?
5) What did you take away?
New Approaches to Communication Management by Ursula Stroh and Miia Jaatinen (Journal of Communications Management, 2001)
Change Communication: using strategic employee communication by Deborah Barrett (Corporate Communications, 2002)

10. Live Case: Brock University
On Jan. 17, 2019, the Ontario Government announced a 10-per-cent reduction in college and university tuition based on the rates.
A balanced operating budget of $339 million was submitted – this included $116.3 million in revenues from students.
A 10-per-cent reduction in tuition rates, as prescribed by the government, represents an $11.6 million reduction in revenues (plus 3.8 M in lost future revenue) – thus about a 15M shortfall.
We have to put our students, faculty and staff at the centre of our considerations as we endeavour to work within new operating budgetary realities facing the University.
Drawing from the two articles – how might Brock University communicate the ‘unfreezing’ needed to adapt to this announcement?

11. Next Day Reading
The power of emotional appeals in promoting organizational change programs, Fox & Amichai-Hamburger, Academy of Management Executive
Self Organizing transitions: A pattern amid the chaos of transformative change, Lichtenstein; Academy of Management Executive OR