Managing Change and Innovation

Question 1

organisational change

Answer 1

the adoption of a new idea or behaviour by an organisation

Question 2

reasons people resist change

Answer 2

• self-interest
• lack of understanding and trust
• uncertainty
• different assessments and goals

Question 3

disruptive innovation

Answer 3

innovations in products or processes that radically change competition in an industry

Question 4

ambidextrous approach

Answer 4

incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations

Question 5

product change

Answer 5

a change in the organisation’s product or service output

Question 6

technology change

Answer 6

a change that pertains to the organisation’s production process

Question 7

critical innovation strategies for changing products and technologies

Answer 7

• exploration
• cooperation
• innovation roles

Question 8

exploration

Answer 8

designing the organisation to encourage creativity and the initiation of new ideas

Question 9

cooperation

Answer 9

creating conditions and systems to facilitate internal and external coordination and knowledge sharing

Question 10

innovation roles

Answer 10

managers put in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation

Question 11

people change

Answer 11

a change in the attitudes and behaviours of a few employees in the organisation

Question 12

culture change

Answer 12

a major shift in the norms, values, attitudes and mindset of the entire organisation

Question 13

tools for changing people and culture

Answer 13

• training and development

- organisation development (OD)

Question 14

training and development

Answer 14

an approach to changing people’s mindset. Companies can offer training programs to large groups of employees on subjects such as teamwork, diversity, emotional intelligence, or communication skills

Question 15

organisational development (OD)

Answer 15

a planned, systematic process of change that uses behavioural science knowledge and techniques, to improve an organisation’s health and effectiveness through its ability to adapt to the environment, improve internal relationships and increase learning and problem-solving capabilities

Question 16

organisation development activities

Answer 16

• team-building activities
• survey-feedback activities
• large-group interventions

Question 17

organisation development steps

Answer 17

the theory underlying OD proposes three distinct stages for achieving behavioural and attitudinal change: (1) unfreezing, (2) changing and (3) refreezing

Question 18

unfreezing

Answer 18

The goal during the unfreezing stage is to create an awareness of how the status quo or current level of acceptability is hindering the organisation in some way. Communication is especially important during the unfreezing phase, so employees can become informed about the change, the logic behind it, and how it will benefit each employee. The idea is that the more we know about a change, and the more we feel it is necessary and urgent, the more motivated we are to accept the change.

Question 19

changing

Answer 19

This is when the change become real and also consequently the time that most people struggle with the new reality. It is a time marked with uncertainty and fear, making it the hardest step to overcome. During the changing step, people begin to learn the new behaviours, processes and ways of thinking. Support and open communication is important during the implementation phase so that employees are clear of what is expected of them and that they understand that the business is willing to support them. This reduces resistance and makes it easier for the change to be implemented effectively.

Question 20

refreezing

Answer 20

Refreezing symbolises the act of reinforcing, stabilising and solidifying the new state after the change. The changes made are accepted and refrozen as the new norm or status quo. Lewin found the refreezing step to be especially important to ensure people do not revert back to their own ways of thinking or doing prior to the implementation of the change. Efforts must be made to guarantee the change is not lost, rather, it needs to be cemented into the organisation’s culture and maintained as the acceptable way of thinking or doing.

Question 21

strategies for overcoming resistance and implementing change

Answer 21

• making people aware of the need for change by creating a sense of urgency
• analysing resistance through the force-field technique
• using implementation tactics that suit the situation

Question 22

force-field analysis

Answer 22

the process of determining which forces drive and which resist a proposed change.

By selectively removing forces that restrain change, the driving forces will be strong enough to enable implementation

Question 23

tactics to overcome resistance

Answer 23

• communication and education
• participation
• negotiation
• coercion
• top management support

Question 24

communication and education

Answer 24

used when people who may resist change need information about it. Education is especially important who the change involves new technical knowledge or users are unfamiliar with the idea

Question 25

participation

Answer 25

involves users and potential resisters in designing the change

Question 26

negotiation

Answer 26

uses formal bargaining to win acceptance and approval of a desired change

Question 27

coercion

Answer 27

managers use formal power to force employees to change. Resisters are told to accept the change or lose rewards and even their jobs

Question 28

top management support

Answer 28

involves top executives frequently reinforcing the importance of innovation both verbally and symbolically

Question 29

driving forces

Answer 29

factors that support the change in an organisation and actively work to make it possible

Question 30

restraining forces

Answer 30

factors that resist the change in an organisation and actively try to stop it

Question 31

emotion management in radical change (employees)

Answer 31

employees experience a wide range of negative emotions (e.g. fear, anger, depression) that can slow and even thwart the change efforts, especially as they spread through the dynamics of emotional contagion. it is necessary to attend to those emotions and to engage in some preventive and repair work to enhance employee’s receptivity to change (e.g. rousing/uplifting speeches; celebrations of small wins; demonstrations of care and sympathy throughout; humour)

Question 32

emotion management in radical change (managers)

Answer 32

managers who strive to implement change must possess enthusiasm, drive and resilience in the face of resistance, accusations, indifference, frustration, and unexpected events. It is necessary to build spaces for moral support and stamina conservation.