Chapter 15

Question 1

force field analysis

Answer 1

Kurt Lewin’s model of systemwide change that helps change agents diagnose the forces that drive and restrain proposed organizational change

Question 2

unfreezing

Answer 2

the first part of the change process, in which the change agent produces disequilibrium between the driving and restraining forces

Question 3

refreezing

Answer 3

The latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviors

Question 4

Rather than resisting change employees in succesful companies need to….

Answer 4

embrace these ongoing changes as an integral part of organizational life

Question 5

Psychologist Kurt Lewin developed a model, what does this model do?

Answer 5

a model to describe the process of interplay between forces on individuals, team and work units. He used this model to describe this process using the metaphor of a force field

Question 6

force field analysis

Answer 6

Kurt Lewin’s model of systemwide change that helps change agents diagnose the forces that drive and restrain proposed organizational change

Question 7

In the model there are two main forces - what are these?

Answer 7

• driving forces: push organizations toward a new state of affairs. (new technolohy, evolving client expectations, environmental changes)
• Restraining forces: maintain the status quo. They appear to block the change process.

Question 8

unfreezing

Answer 8

the first part of the change process, in which the change agent produces disequilibrium between the driving and restraining forces

Question 9

refreezing

Answer 9

the latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviors

Question 10

Kurt lewin describes how systems have transitions between periods of stability and instability. Eventhough he never labeled those, how do refer to these transitions now?

Answer 10

Unfreezing and refreezing

Question 11

resistance to change

Answer 11

Change resistance takes many forms, ranging from overt work stoppages to subtle attempts to continue the old ways.

Question 12

What happened when the employees complied with the planned agents

Answer 12

They still showed resistance by performing the new task while letting customers know that they dissapproved of these changes forced on them

Question 13

You can perceive resistance as a relationship conflict, and change agents attack the competence of those who resist the change in this case.

What is a more productive approach to view resistance?

Answer 13

To view it as a task conflict.

Because they might lack confidence to change or believe the change will make them worse off than the current situation

Question 14

Resistance is also a form of…

Answer 14

Voice. An opportunity to discuss their concers.

And motivated behavior (engages employees to think more carefully about the change strategy and process)

• Potentially improves procedural justice
• Potentially improve the quality of decision making about the change.

Question 15

An employee’s readiness for change depends on what model?

Answer 15

Can depend on ALL four elements of the mars model

Question 16

6 most commonly cited reasons why people resist change:

Answer 16

1. negative valence of change
2. Fear of the unknown
3. Not-invented-here syndrome
4. Breaking routines
5. Incongruent team dynamics
6. Incongruent organizational systems and structures

Question 17

Negative valence of change

Answer 17

When they believe that the post-change situation will have more negative than positive outcomes.

They apply the rational choice decision making model (almost imperfectly)

Does the person see the change as a personal loss? → Negative Valence of Change

Question 18

Fear of the unknown

Answer 18

Change has always some degree of uncertainty. People tend to assume the worst when they are unsure whether the change will have good or bad outcomes.
- uncertainty is also associated with lack of personal control.

So the uncertainty is less desirable than the relative certainty of the status quo

Are they unsure about the change and assuming the worst? → Fear of the Unknown

Question 19

Not-invented-here syndrome

Answer 19

is the tendency of individuals or groups to reject ideas, innovations, or solutions that originate from outside their own team, department, or organization.

🔹Resistance to External Ideas – Employees dismiss changes suggested by other teams, even if they are beneficial.
🔹 Self-Worth Protection – People resist acknowledging that another group may have better expertise in their domain.
🔹 Exaggeration of Problems – Some employees may overstate issues with external ideas to discredit them.
🔹 Common in Knowledge-Based Roles – Especially seen in teams responsible for specialized knowledge, like IT, R&D, or engineering.

Question 20

Breaking routines

Answer 20

Are they struggling because they have to unlearn old habits?

People are creatures of habit, and breaking routines can be challenging. Employees often resist change because it requires them to step out of their comfort zones, adopt new behaviors, and develop new skills.

🔹 Comfort & Familiarity – Routines provide a sense of stability and predictability.
🔹 Cognitive Load – Learning new processes requires extra mental effort.
🔹 Fear of Failure – Employees may worry about struggling with new tasks.
🔹 Lack of Reinforcement – If new behaviors aren’t supported, employees revert to old habits.

Question 21

Incongruent Team Dynamics

Answer 21

Is their team pressuring them to resist? → Incongruent Team Dynamics

Teams create and enforce norms that shape employee behavior. However, these norms can become barriers to organizational change when they conflict with new initiatives.

🔹Group Conformity – Employees follow established norms to maintain team cohesion.
🔹 Peer Pressure – Even if individuals support change, social pressure may prevent them from acting on it.
🔹 Norms vs. Organizational Goals – Some team norms contradict company-wide improvements.

Question 22

Incongruent Organizational Systems

Answer 22

Are company policies or structures working against the change? → Incongruent Organizational Systems

Organizational systems—such as rewards, authority structures, career paths, and selection criteria—can either support or hinder change. When these systems are not aligned with the new direction, they create resistance by reinforcing old behaviors.

🔹 Contradictory Incentives – Employees follow what is rewarded, so if old behaviors are still incentivized, change efforts fail.
🔹 Structural Barriers – Rigid hierarchies, outdated policies, or slow decision-making processes make change difficult.
🔹 Lack of Support Mechanisms – Without updated training, tools, or resources, employees struggle to adapt.
🔹 Disillusionment – Even enthusiastic employees lose motivation when they hit systemic roadblocks.

Question 23

What is the preferred option for making change?

Answer 23

Increasing the driving forces as well as reducing or removing the restraining forces

Question 24

Creating an Urgency for Change Without External Forces

Answer 24

• Urgency for change is harder to create when the company is successful.
• Market leaders may become complacent and resistant to change.
• Persuasive influence helps employees visualize future threats and shifts.
• Avoid manipulative tactics that create cynicism and distrust.
• A compelling vision of a better future can be a strong motivator.
• Aligning the vision with employee values and needs makes change more appealing.

Question 25

6 of the main strategies for minimizing resistance to change

Answer 25

Communication, learning, employee involvement, and stress management should be the first priorities for change management. However, negotiation and coercion may be necessary for some people who will clearly lose something from the change and in cases where the speed of change is critical

Question 26

Communication

Answer 26

What? Customer complaint letters are shown to employees. When? When employees don’t feel an urgency for change, don’t know how the change will affect them, or resist change due to a fear of the unknown. Problems? Time-consuming and potentially costly.

Question 27

Learning

Answer 27

What? Employees learn how to work in teams as company adopts a team-based structure. When? When employees need to break old routines and adopt new role patterns. Problems? Time-consuming, potentially costly, and some employees might not be able to learn the new skills.

Question 28

Employee involvement

Answer 28

What? Company forms a task force to recommend new customer service practices. When? When the change effort needs more employee commitment, some employees need to protect their self worth, and/or employee ideas would improve decisions about the change strategy. Problems? Very time-consuming. Might lead to conflict and poor decisions if employees’ interests are incompatible with organizational needs.

Question 29

Stress management

Answer 29

What? Employees attend sessions to discuss their worries about the change. When? When communication, training, and involvement do not sufficiently ease employee worries. Problems? Time-consuming and potentially expensive. Some methods may not reduce stress for all employees.

Question 30

Negotiation

Answer 30

What? Employees agree to replace strict job categories with mul tiskilled job clusters in return for increased job security. When? When employees will clearly lose something of value from the change and would not otherwise support the new conditions. Also necessary when the company must change quickly. Problems? May be expensive, particularly if other employees want to negotiate their support. Also tends to produce compliance but not commitment to the change.

Question 31

Coercion

Answer 31

What? Company president tells managers to “get on board” the change or leave. When? When other strategies are ineffective and the company needs to change quickly. Problems? Can lead to subtler forms of resistance, as well as long-term antagonism with the change agent.

Question 32

What is the highest priority and first strategy required for any organizational change?

Answer 32

Communication

Question 33

Learning also increases....

Answer 33

change self efficacy optimism about working succesfully in the new situation

Question 34

Employee involvement leads to..

Answer 34

- more personal responsibility for successful implementation of the change - this minimizes the fear of the unknown - minimizes the not-invented-here syndrome

Question 35

Applying stress management leads to...

Answer 35

potentially increading motivation to support the change process because of less stress

Question 36

What is the last thing you would try to reduce resistance?

Answer 36

Coercion

Question 37

Refreezing to Sustain Change

Answer 37

Lasting change requires refreezing, aligning systems, rewards, and feedback to support new behaviors and prevent a return to old habits.

Question 38

The model of Kurt Lewin overlooks four ingredients of effective change processes:

Answer 38

- leadership - coalitions - social networks - pilot projects

Question 39

Transformational Leadership & Change

Answer 39

Transformational leaders drive change by developing and communicating a strategic vision that aligns with employees' values. This vision reduces fear of the unknown and provides clear direction. Leaders must act consistently with the vision and encourage employees to experiment with new ways to achieve it.

Question 40

Coalitions & Change

Answer 40

Change agents need support from a guiding coalition—a diverse group of influential employees committed to change. These members can be selected from different levels of the organization and trained in new work practices to serve as role models and trainers in their teams.

Question 41

Social Networks & Viral Change

Answer 41

Social networks help spread and reinforce organizational change through trust and peer influence. Viral change occurs when key individuals adopt new behaviors, inspiring others to follow. Informal networks often have more persuasive power than formal communication channels.

Question 42

Strategies for Diffusing Change from a Pilot Project guided by the mars model Motivation:

Answer 42

Motivation * Widely communicate and celebrate the pilot project’s success. * Reward and recognize pilot project employees as well as those who work at transferring that change to other parts of the organization. * Ensure that managers support and reinforce the desired behaviors related to the pilot project’s success. * Identify and address potential sources of resistance to change.

Question 43

Strategies for Diffusing Change from a Pilot Project Ability (MARS)

Answer 43

* Give employees the opportunity to interact with and learn from pilot project team members. * Reassign or temporarily transfer some pilot project employees to other work units, where they can coach and serve as role models.

Question 44

Strategies for Diffusing Change from a Pilot Project Role perceptions (MARS)

Answer 44

* Communicate and teach employees how the pilot project practices are relevant for their own functional areas. * Ensure that the pilot project is described in a way that is neither too specific nor too general.

Question 45

Strategies for Diffusing Change from a Pilot Project Situational factors (MARS)

Answer 45

* Give staff sufficient time and resources to learn and implement the pilot project practices in their work units.

Question 46

action research

Answer 46

a problem-focused change process that combines action orientation (changing attitudes and behavior) and research orientation (testing theory through data collection and analysis)

Question 47

The action research process

Answer 47

1. form client-consultant relationship 2. diagnose need for change 3. Introduce intervention 4. Evaluate and stabilize change 5. Disengange consultant's services

Question 48

And explain the steps of the action research process

Answer 48

1. Form Client-Consultant Relationship – Establish trust, assess readiness for change, and ensure participants are open and capable. 2. Diagnose the Need for Change – Gather and analyze data (interviews, surveys) to identify issues and determine the best change strategy. 3. Introduce Intervention – Implement change (e.g., new structures, team improvements). Change may be incremental (gradual) or rapid (decisive). 4. Evaluate & Stabilize Change – Assess effectiveness, adjust as needed, and refreeze changes using rewards, norms, and systems.

Question 49

appreciative inquiry

Answer 49

an organizational change strategy that directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elements

Question 50

positive organizational behavior

Answer 50

a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

Question 51

When is appreciative inquiry useful?

Answer 51

When participants are aware of their problems or already suffer from negativity in their relationship

Question 52

Five principles of Appreciative Inquiry

Answer 52

1. Positive principle: Focusing on positive events and potential produces more positive, effective, and enduring change. 2. Constructionist principle: How we perceive and understand the change process depends on the questions we ask and language we use throughout that process. 3. Simultaneity principle: Inquiry and change are simultaneous, not sequential. 4. Poetic principle: Organizations are open books, so we have choices in how they may be perceived, framed, and described. 5. Anticipatory principle: People are motivated and guided by the vision they see and believe in for the future.

Question 53

The four-D model of appreciative inquiry

Answer 53

1. Discovery Identifying the best of “what is.” 2. Dreaming Enivisioning "what might be" 3. Designing Engaging in dialogue about "what should be" 4. Delivering Developing objectives about "what will be"

Question 54

Limitations of Appreciative Inquiry

Answer 54

- Not Always the Best Strategy: May not work in all situations and has had mixed results. - Requires Letting Go of Problem-Focused Mindset: Participants must move away from blaming and focus on strengths, which can be difficult. - Leaders’ Acceptance of Flexibility: Leaders must be comfortable with a less structured approach. - Unclear Contingencies: Research hasn't yet determined when appreciative inquiry is most effective or less effective for organizational change.

Question 55

parallel learning structure

Answer 55

a highly participative social structure developed alongside the formal hierarchy and composed of people across organizational levels who apply the action research model to produce meaningful organizational change

Question 56

Large Group Intervention Approach

Answer 56

A whole-systems perspective that involves all stakeholders in the change process. Future Search Conferences – Multi-day meetings where participants collaborate to create a shared vision.

Question 57

CHANGE AGENT

Answer 57

An individual who facilitates and promotes change within an organisation. Key Responsibilities: Possessing expertise in change management. Guiding employees through the transition. Ensuring alignment between change initiatives and organisational goals.

Question 58

Discuss two cross-cultural and three ethical issues in organizational change.

Answer 58

One significant concern is that organizational change theories developed with a Western cultural orientation potentially conflict with cultural values in some other countries. Also, organizational change practices can raise one or more ethical concerns, including increasing management’s power over employees, threatening individual privacy rights, and undermining individual self-esteem

Question 59

Who said, "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"? What does this quote tell us about organizations?

Answer 59

Who: Andrew Carnegie Meaning: Organizations are not just about buildings or machinery; they are driven by the people who make them function. People are the core of any organization, and with the right people, an organization can rebuild and grow, even from scratch.