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PSYIND2 > 08 Organizational Change > Flashcards

08 Organizational Change Flashcards

1
Q

This refers to a system of planned interventions designed to change an org’s structure and/or processes to achieve a higher level of functioning

A

organizational development (OD)

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2
Q

OD facilitates orgs to develop or change themselves in response to (blank)

A

environmental influences

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3
Q

This model was developed to explain how the change process work

A

force field analysis model

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4
Q

2 forces that make up the force field analysis model

A

driving and restraining forces

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5
Q

3 phases of planned change

A
  1. unfreezing
  2. changing/moving
  3. refreezing
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6
Q

[Phases of Planned Change]

This stage involves creating disequilibrium between driving and restraining forces

A

unfreezing

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7
Q

[Phases of Planned Change]

This stage involves taking specific actions to create change

A

changing/moving

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8
Q

[Phases of Planned Change]

This stage involves the formalization of systems and conditions to reinforce and maintain the desired changes

A

refreezing

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9
Q

This refers to practices that have been around for a long time and invisibly reduce productivity

A

sacred cow

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10
Q

3 types of sacred cow

A
  • paper cow
  • meeting cow
  • speed cow
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11
Q

This cow refers to unnecessary paperwork

A

paper cow

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12
Q

This cow refers to the number and length of meetings that may be unnecessary

A

meeting cow

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13
Q

This cow refers to unnecessary deadlines that cause employees to work at a faster than optimal pace

A

speed cow

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14
Q

This refers to attitudes/behaviors indicating unwillingness to make or support a desired change

A

restraining forces

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15
Q

Resistance needs to be seen as a (blank)

A

resource for change

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16
Q

6 reasons why people resist change

A
  • direct costs
  • saving face
  • fear of the unknown
  • breaking routines
  • incongruent organizational systems
  • incongruent team dynamics
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17
Q

[People & Change]

Someone who enjoys change and often makes changes just for the sake of it

A

change agent

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18
Q

[People & Change]

Someone who is not afraid o change or make changes, but only when the changes will improve the org

A

change analyst

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19
Q

[People & Change]

Someone who will not instigate change but is willing to change

A

receptive changer

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20
Q

[People & Change]

Someone who will certainly not instigate or welcome change but will change if necessary

A

reluctant changer

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21
Q

[People & Change]

Someone who hates change, is scared by it, and will do anything they can to keep change from occurring

A

change resister

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22
Q

5 stages employees go through during change

A
  1. denial
  2. defense
  3. discarding
  4. adaptation
  5. internalization
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23
Q

[Employees & Change]

Employees try to convince themselves that the old way is still working

A

denial

24
Q

[Employees & Change]

Change is perceived as an inherent criticism that employees must have been doing things wrong

A

defense

25
Q

[Employees & Change]

Employees begin to realize that change is inevitable

A

discarding

26
Q

[Employees & Change]

Employees begin to make adjustments in the way they perform

A

adaptation

27
Q

[Employees & Change]

Employees have become immersed in the new culture and are comfortable with the new system

A

internalization

28
Q

The unfreezing phase creates a (blank)

A

an urgency for change

29
Q

Unfreezing is most difficult when (blank)

A

the org is doing well

30
Q

2 strategies in creating urgency to change without external drivers

A
  • persuasive influence

- positive vision

31
Q

The changing phase entails moving to the (blank)

A

desired condition

32
Q

3 steps in the changing phase

A
  • create a guiding coalition
  • develop and communicate a shared vision
  • help employees make the change
33
Q

To avoid employees slipping back to old patterns, leaders can do these 3 strategies in the refreezing phase

A
  • use new appraisal systems
  • alter rewards to reinforce new behaviors
  • monitor and assess progress
34
Q

4 approaches to org change

A
  • action research
  • appreciative inquiry
  • large group interventions/future search
  • parallel learning structure approach
35
Q

This is a problem-focused change approach that combines action and research orientations

A

action research approach

36
Q

5 stages of the action research approach

A
  1. form client-consultant relations
  2. diagnose need for change
  3. introduce intervention
  4. evaluate/stabilize change
  5. disengage consultant’s services
37
Q

This refers to fine-tuning the system and taking small steps toward a desired state

A

incremental change

38
Q

This refers to the system being overhauled decisively and quickly

A

quantum change

39
Q

Incremental change is risky when the org is (blank)

A

misaligned with its environment as the change threatens the org’s survival

40
Q

2 undesirable outcomes of quantum change

A
  • traumatic to employees

- offers little opportunity for correction

41
Q

This organizational change approach directs the group’s attention to the group’s potential and positive elements

A

appreciative inquiry

42
Q

The 4D model of appreciative inquiry

A
  1. discovery
  2. dreaming
  3. designing
  4. delivering/destiny
43
Q

This organizational change approach consists of system-wide group sessions to identify trends and establish ways to adapt to those changes

A

future search/large group interventions

44
Q

This organizational change approach is a highly participative arrangement where people from most levels of the org follow the action research to produce changes

A

parallel learning structure approach

45
Q

6 common OD interventions

A
  • downsizing
  • empowerment
  • sensitivity group
  • process consultation
  • teambuilding
  • six sigma
46
Q

Greatest losses when downsizing comes from these 3 areas

A
  • middle line
  • technostructure
  • support staff
47
Q

This involves giving traditional nonmanagerial personnel managerial-type powers

A

empowerment

48
Q

This is a human process intervention with the aim of increasing participants’ insights into their own behaviors

A

sensitivity group

49
Q

Sensitivity groups are (blank) groups that encourage an open expression of feelings

A

trainer-guided

50
Q

The success of sensitivity groups depend on these 2 factors

A
  • feedback from each person

- willingness to be candid

51
Q

Sensitivity groups can be dangerous if (blank)

A

it is led by an incompetent trainer

52
Q

This is a human process intervention where an outside consultant assists in solving internal org problems after diagnosis

A

process consultation

53
Q

This is a human process intervention that uses high-interaction group activities to increase trust and openness among members

A

teambuilding

54
Q

This is a method of improving business processes using statistical information to achieve greater customer satisfaction

A

six sigma

55
Q

Six Sigma evolved from the principles of (blank)

A

total quality management

56
Q

What is the objective of Six Sigma?

A

to understand the variability in the quality of products/services and to reduce that variability that results in customer dissatisfaction

57
Q

5 critical phases of Six Sigma

A
  1. defining customer requirements
  2. measuring critical variables
  3. analyzing variables to determine underperformance
  4. improve by determining potential solutions
  5. control

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