Chapter 9 Change Management*Done Flashcards
(38 cards)
Change Management Definition
“Systematic process of applying the knowledge, tools and resources needed to effect change in transforming an organization from its current state to some future desired state as defined by its vision”
Change Management must consider altering ____ _____ of people within the organization
altering behaviour patterns of people within the organization
Change Management must include both a ___ and a ____
vision, plan
What is an action research model ?
process model: a general prospective to use in any planned change effort
how does the action research model approach the management of change ?
Interaction of organizational action and research that both evaluates the action taken and provides data for future planning of the change effort
Action research involves the interlocking of
- Research processes:
data collection, analysis evaluation - management processes:
planning, directing, implementing change
The action research cycle
- initial data collection and gap analysis
- feedback of results
- action planning –> May skip #4 and go to #5
- implementing planned change
- data collection and analysis to evaluate changes —-> goes back to #2
Lewin’s change model
Lewins frame work serves as a general model for understanding planned change. The model has been used to explain how information systems can be implemented more effectively
what is the key to understanding Lewin’s change model ?
to see change as a profound, dynamic psychological process which involves painful unlearning and difficult relearning of restructured thoughts, perceptions, feelings and attitudes
Lewins three step change model
- Unfreezing
- Changing/transition
- Refreezing
Unfreezing
Destabilize the old ways of doing things, People need to know what drives the change
Changing/transition
Focus on helping change the behavior, Ending-> neutral zone-> new beginnings
Refreezing
Stabilize the organization,
Often requires changes in organization’s culture and norms, policies and practices
Force-field analysis
“A procedure to understand the forces during any org. change that focuses on the forces that drive or support change in an HRIS & the forces that will inhibit the change.”
Debbie demonstrated this by getting us to force our hands against each other, One hand moved one way if we concentrated on that one hand versus both hands.
Kotters eight stage model
Kotter expanded Lewin’s model to include:
A sense of urgency,
More clear direction of how to complete each phase
the kotters model provides 2 key lessons…
- change process goes through a series of phases, each lasting a considerable period of time
- that critical mistakes in any of the phases can have a devastating impact on the momentum of the change process
T/F not all stages of the kotters model should be worked through in order to effect successful change
False, skipping a step or getting to far ahead in the change process without a solid base may create problems
if you miss the ___ ____ that takes place in the kotters model final step you may not be able to make any changes
follow-through
Kotters 8 stages
Creating a climate for change -unfreezing
1. establish a sense of urgency
2. create guiding coalition
3. develop informational vision
Engage and enabling the org. - transition & change
4. communicate vision
5. empower action
6. generate short term wins
Implementing/sustaining change
7. consolidate gains
8. make it stickNadlers congruence model proposes?
that effective management of change means paying attention to the alignment of all four components. You cant assume that changing one element will cause the other elements to fall into place
four components; informal, organization, formal organization, work, people
Leavitts change model steps
external demands (business requirements —-> people, processes, technology, organization —> product services (business performances)
Nadlers congruence model needs congruence (“fit”) between the various organizational subsystems for optimal performance
Y/N?
Yes
components of Nadlers congruence model?
Input, strategy, output and operating organization
Nadlers congruence model transformation processes ?
- Strategy must address all components to affect change
- Work, people and the formal organization (structure), as well as the informal organization (culture)
