The Organizational Development 211[1]

8/14/2019 The Organizational Development 211[1]

1/22

Managing Changeand Conflict

Chapter 14 Lecture Outlines


2/22

Copyright Houghton Mifflin Company. All rights reserved. Lecture Outlines , 142

Chapter Objectives

Identify and describe four types of organizationalchange according to the Nadler-Tushman model.

Explain how people tend to respond differently tochanges they like and those they dislike.

List a least six reasons why employees resistchanges and discuss what management can doabout resistance to change.

Describe how the unfreezing-change-refreezinganalogy applies to organization development (OD).


3/22


Chapter Objectives (contd)

Describe tempered radicals and identify the5Ps in the checklist for grassroots changeagents.

Contrast competitive and cooperative conflictstyles, and identify five conflict resolutiontechniques.


4/22


Change: Organizational andIndividual Perspectives

Types of Organizational Change Anticipatory changes: planned changes based on

expected situations. Reactive changes: changes made in response to

unexpected situations. Incremental changes: subsystem adjustments

required to keep the organization on course.

Strategic changes: altering the overall shape or direction of the organization.


5/22


Change: Organizational andIndividual Perspectives (contd)

Tuning The most common, least intense, and least risky type

of change. Also known as preventive maintenance and kaizen

(continuous improvement). Key is to actively anticipate and avoid problems

rather than waiting for something to go wrong.

Adaptation Incremental changes that are in reaction to external

problems, events, or pressures.


6/22


Re-Orientation Change that is anticipatory and strategic in scope and

causes the organization to be significantly redirected. Also called frame bending (Nadler and

Tushman).

Re-Creation Intense and risky decisive change that reinvents the

organization. Also called frame breaking (Nadler and

Tushman).

Change: Organizational and IndividualPerspectives (contd)


7/22


8/22Copyright Houghton Mifflin Company. All rights reserved. Lecture Outlines , 148

Individual Reactions to Change (contd)

How People Respond to Changes They Fear and Dislike Stages

Getting off on the wrong track

Laughing it off Growing self-doubt

Buying in Constructive direction



Why Do EmployeesResist Change?

Surprise Unannounced significant changes threaten

employees sense of balance in the workplace.

Inertia Employees have a desire to maintain a safe, secure,and predictable status quo.

Misunderstanding and lack of skills Without introductory or remedial training, change may

be perceived negatively.



Why Do EmployeesResist Change? (contd)

Emotional Side Effects Forced acceptance of change can create a sense of

powerlessness, anger, and passive resistance tochange.

Lack of Trust Promises of improvement mean nothing if employees

do not trust management.

Fear of Failure Employees are intimidated by change and doubt their

abilities to meet new challenges.



Personality Conflicts Managers who are disliked by their managers are

poor conduits for change.

Poor Timing Other events can conspire to create resentment abouta particular change.

Lack of Tact No showing sensitivity to feelings can create

resistance to change.




Threat to Job Status/Security Employees worry that any change may threaten their

job or security.

Breakup of Work Group Changes can tear apart established on-the-job socialrelationships.

Competing Commitments Change can disrupt employees in their pursuit of

other goals.




Overcoming Resistance to Change

Strategies for Overcoming Resistance toChange Education and communication

Participation and involvement Facilitation and support Negotiation and agreement

Manipulation and co-optation Explicit and implicit coercion



Making Change Happen

Two Approaches to Organization Change Organization Development (OD)

Formal top-down approach Grassroots Change

An unofficial and informal bottom-up approach

Change Agent Characteristics Foresight

Responsiveness Flexibility Adaptability


15/22



Planned Change Through OrganizationDevelopment (OD) (contd)

Objectives of OD Deepen the sense of organizational purpose. Strengthen interpersonal trust.

Encourage problem solving rather than avoidance. Develop a satisfying work experience. Supplement formal authority with knowledge and skill-

based authority.

Increase personal responsibility for planning andimplementing.

Encourage willingness to change.



Planned Change Through OrganizationDevelopment (OD) (contd)

The OD Process (Kurt Lewin) Unfreezing, changing, and refreezing social systems

Unfreezing: neutralizing resistance by preparingpeople for change.

Changing: implementing the planned change Refreezing: systematically following a change

program for lasting results.



Unofficial and InformalGrassroots Change

Grassroots Change Change that is spontaneous, informal, experimental,

and driven from within.

Tempered Radicals People who quietly try to change the dominant

organizational culture in line with their convictions. Guidelines for tempered radicals

Think small for big results.

Be authentic. Translate. Dont go it alone.



Managing Conflict

Conflict Incompatible behaviors that make another person

less effective

Dealing with the Two Faces of Conflict Competitive conflict: parties are pursuing directly

opposite (win-lose) goals. Cooperative conflict: a mutually reinforcing

experience (win-win) that serves the best interests of both parties.



Managing Conflict (contd)

Conflict Triggers Conflict trigger: any factor that increases the chances

of conflict. Types of triggers

Ambiguous or overlapping jurisdictions. Competition for scarce resources. Communication breakdowns. Time pressure.

Unreasonable standards, rule, policies, or procedures. Personality clashes. Status differentials. Unrealized expectations.



Managing Conflict (contd)

Resolving Conflict: Conflict ResolutionTechniques Problem solving Superordinate goals Compromise Forcing

Smoothing


22/22

Career Advancement Behaviors

Best Behaviors Perspective taking

Creating solutions

Expressing emotions

Reaching out

Worst Behaviors Avoidance

Winning at all costs

Displaying anger

Demeaning others Retaliating

Date post:	30-May-2018
Category:	Documents
Upload:	jaanetamaana
View:	218 times
Download:	0 times

The Organizational Development 211[1]

Documents