Org Change SAC2007

7/29/2019 Org Change SAC2007

1/33

Organizational ChangeAshley Montgomery

University of Maine at Farmington


2/33

List the 12 things you value the most

about your job - anything from thework itself, to your colleagues, toyour office space.

Be as broad in your thinking aspossible, but also choose the most

critically important factors.


3/33

Now, prioritize the "job satisfiers" into three groups

* Important- things that you value, but, if gone,

wouldn't cause too much difficulty* Very Important- one step up the scale

* Critically Important- things without which the

job would be terrible

* Write the grouped list

in concentric circles

Important

Critically

Important

Very Important


4/33

1. Forces that impede change

2. Strategies of leadership tofacilitate change

3. Characteristics that make

organizations more or less

receptive to change

4. Consider your institution5. Common mistakes


5/33


6/33

Why do we resist change?

Or do we? We resist change and yet we get

married.

Resistance is bad and yet its whatprotects us from bad ideas. We consider the question Why should

I change? almost as a form of

insubordination and yet its whatenables us to decide when change isnecessary.


7/33

The situation

Two conflicting situations-a) We must implement all change that is

necessary.

b) We must resist all change that isn't.

The challenge-a) How can we get people to embrace the

change that is necessary?b) How can we create an environment that

allows rational resistance?


8/33

Resistance to change

A certain amount is crucial to ANY

organization

Far too much change is proposed for us toembrace all of it


9/33

General reasons for resistance

1. We are creatures of habit

2. Fear of the unknown

3. Human emotion. We are unpredictable,

and tend to do only what we want to.

4. Ignorance. We are either unaware a

problem exists or that a better solutioncan be found.

5. Combinations of the above.


10/33

Behaviors fall into two categories

Active

Finding fault

RidiculingAppealing to fear

Manipulating

PassiveAgreeing verbally but not following through

Feigning ignorance

Withholding information


11/33

Reasons specific to the

workplace:

1. Fear of failure

2. Creatures of habit

3. No obvious need

4. Loss of control

5. Concern about support system

6. Closed mind

7. Unwillingness to learn8. Fear that the new way may not be better

9. Fear of the unknown

10.Fear of personal impact


12/33

Resistance defined

"behavior which is intended to protect an

individual from the effects of real or imagined

change" (Dent & Goldberg, 1999, p. 34). "any conduct that serves to maintain the

status quo in the face of pressure to alter the

status quo" (Bradley, 2000, p. 76).

"behavior that seeks to challenge, disrupt, or

invert prevailing assumptions, discourses,

and power relations" (Folger & Skarlicki

(1999) p. 36).


13/33

Foster an environment that

permits rational resistance

To intelligently select the

most appropriate changes

The goal


14/33

This is not about disobedience

Make it an inclusive planning process

Ask for suggestions and incorporating

their ideas

Clearly define the need for the change

by communicating in multiple forms

Disrupt only what needs to be changed

Phase in changes wherever possible


15/33

It can be an inclusive process

Be open and honest

Do not leave openings for people to return to

the status quo Be specific about positive aspects of the

change (when you can)

Skill building training programs (e.g

communication strategies, teambuilding, etc.)


16/33

Leadership


17/33


18/33

Readiness for organizational

change Build motivation

where are we and where do we want to be?

Strengthen capacity

Personnel- a representative guiding team

Essential representation

Resources Structural- dont create silos!

Strategic- align with institutional mission and

goals


19/33

Identify where the

change/improvement needs to occur What strategic direction do we need to

move in?

Conduct critical functions analysis Try to not add functions without removing

other functions (without added resources)

Stakeholders Environmental Scan

Payoff


20/33

Create an effective environment

for organizational change Communicate for buy-in, but dont over

saturate

Urgency

Vision

Strategy--> to achieve vision

Plan--> step by step implementation guide Speak to anxieties--> prepare answers to

anticipated questions

Feedback loop


21/33

Create an effective environment for

organizational change include: Aggressively rid the organization of

work that is no longer relevant

Does this add value?

Recognize that day to day takes

energy and time


22/33

Factors that help create an effective

environment for organizational change

include: Look for ways to keep urgency up

Create short term wins

Empower action Dont let up after initial wins!

Alignment is important:

Does this fit with our vision? Does it help us (and the institution) move in

the right direction?


23/33

Motivation for organizational change

depends on perceived discrepancies

between

where we are AND where we want to be

Not WIIFM (What's In It For Me) but climate

and readiness


24/33

Consider Your Institution


25/33

Evaluating Readiness


26/33

Organizational prototyping

Reactive

Proactive

High Performing


27/33

What characteristics do you see as strengths

and which ones most need improvement?

How congruent are various components ofthe organization? Does one stand out?

How large is the discrepancy between where

your organization is at now and where youwant it to be in a year? Three years?

Knowing your organizational prototype, how

can you effectively manage change (or is itpossible with the current parameters)?

With this in mind, how can your organizations

sustain development/change?


28/33

When ready, proceed with the plan!

As you continue, remember to: Focus on continuous evaluation and

reflection.

Follow the implementation process as a

team

Measure effectiveness continuously Market the outcomes to your team and the

organization

Celebrate success


29/33

Mistakes


30/33

1. We add on but we dont often

subtract2. Not understanding the importance

of people

3. Not appreciating that people reactdifferently to change

4. Treating transformational change

as an event, rather than a mental,

physical and emotional process


31/33

5. Being less than candid

6. Not appropriately "setting thestage" for change

7. Trying to manage transformation

with the same strategies used forincremental change

8. Underestimating human potential

9. Too narrowly defined/ineffective

communication channels


32/33

During Woodrow Wilsons first term asPresident, this former university president is

reported to have jokingly commented that,

after Princeton, Washington politics waseasy.

Boyer (1987) p.

235


33/33

Resources Boyer, E. (1988). College: The Undergraduate Experience in America.

Block,P. (1991). The Empowered Manager: Positive Political Skills at

Work.

Collins, J. (2001). Good to Great: Why Some Companies Make the

Leap... and Others Don't.

de Jager, P. (2001, May/Jun). Resistance to Change: A New View of

An Old Problem. The Futurist.

Dent, E. & Goldberg, S. (1999). Challenging resistance to change.

Journal of Applied Behavioral Science.

Folger, R. & Skarlicki, D. (1999). Unfairness and Resistance to

Change: Hardship as Mistreatment. Journal of Organizational ChangeManagement.

Gorman, C. (2000). The Biggest Mistakes in Managing Change.

Innovative Leader.

Peterson, M., Dill, D. & Mets, L. (2007). Planning and Management for

a Changing Environment: A Handbook on Redesigning Postsecondary

Date post:	03-Apr-2018
Category:	Documents
Upload:	crsarin
View:	217 times
Download:	0 times

Org Change SAC2007

Documents