Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

WO & SP DT II > WOP Lecture 10: Organizational change > Flashcards

WOP Lecture 10: Organizational change Flashcards

1
Q

How many % of the change objectives are not
achieved?

A

70

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

3 phases of change

A

unfreeze
change
refreeze

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

force field analysis model

A

super easy

van current conditions -> desired conditions

before, during and after change

en dan pijlen tijdens before and after even groot: restraining and driving forces

en dan during change: driving forces groter dan restraining forces

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

forms of resistance

A

complaints, absenteeism, passive
noncompliance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

view resistance as a resource

A
  1. Symptoms of deeper problems in the change
    process
  2. A form of task conflict – may improve change
    decisions
  3. Form of voice – procedural justice
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

6 reasons people resist change

A
  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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

negative valence of change

A

negative cost benefit analysis, people will lose out.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

fear of the unknown

A
  • people assume the worst when the future is unknown
  • perceive no control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

not invented here syndrome

A
  • staff oppose the change to show that their ideas were better
  • sucessful change threatens self esteem
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

breaking routines

A
  • cost of going out of comfort zone
  • takes time and effort to learn new routines
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

incongruent team dynamics

A

norms are different than the desired change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

incongruent organizational systems

A

Rewards, information systems, patterns of
authority, career paths, selection criteria, and other systems and structures are both
friends and foes of organizational change. When properly aligned, they reinforce
desired behaviors. When misaligned, they pull people back into their old attitudes and
behavior. Even enthusiastic employees lose momentum after failing to overcome the
structural confines of the past.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

voorbeeld driving force

A

new competitors or technologies, evolving
workforce expectations, or a host of other environmental changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

resistance forces

A

to keep the status quo, gewoon hetzelfde willen blijven

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

2 things organizational change requires

A
  1. enlarging urcency
  2. minimizing resistance
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

3 ways you can enlargen urgency for change

A
  1. inform employees about the driving forces
  2. customer-driven change -> Adapting to changing customer expectations.
     Human element energizes employees
     Reveals problems and consequences of inaction
  3. sometimes need to create urgency to change without external drivers, but this requires persuasive influence!!! use positive vision rather than threats.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

communication

A
  • Highest priority and first strategy for
    change
  • Generates urgency to change
  • Reduces uncertainty (fear of
    unknown)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

problem with communication

A
  • time consuming
  • costly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

learning

A
  • provides new knowledge or skill
  • includes coaching
  • helps break old routines, form new ones
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

problems learning

A
  • potentially time consuming and costly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

involvement

A
  • employees participate in change process
  • helps saving face -> reduces not invented here syndrome and fear of the unknown
  • includes task forces, future search events
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

involvement problems

A
  • time consuming
  • soms conflict
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

stress management

A
  • when other strategies do not minimize stress enough
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

benefits of stress management

A
  • motivation to change
  • less fear of the unknown
  • fewer direct costs
25
problems stress management
- time consuming - does not help everyone
26
negotiation
- influence by change - employees lose something, so something else is offered to make up for this loss. otherwise they would not support the change
27
problems negotiation
- expensive - gains compliance (toegeving, oke dan maar) not commitment dus minder motivatie
28
coercion
when all other things fail!!! - assertive influence - radical form of unlearning
29
problems coercion
- reduces trust - may create resistance - encourage politics -> in order to protect jobs
30
dus de 6 manieren om restraining forces te reducen
1. communication 2. learning 3. employee involvement 4. stress management 5. negotiation 6. coercion
31
importance of refreezing
When you are leading for growth, you know you are going to disrupt comfortable routines and ask for new behavior, new priorities, new skills... Even when we want to change, and do change, we tend to relax and the rubber band snaps us back into our comfort zones.”
32
change agent =
possesses knowledge and power to guide and facilitate the change effort
33
wat voor soort leadership hoort bij change agents
transformational leadership
34
strategic visions and change:
- Provides a sense of direction - Identifies critical success factors to valuate change - Links employee values to the change - Minimizes employee fear of the unknown - Clarifies role perceptions
35
coalitions =
people with influence
36
waardoor worden coalitions increased
social networks
37
diffusion of change =
beginnen als pilot project, uitproberen
38
effective diffusion door:
mars model! motivation -> pilot projects employees are rewarded, which motivates others to adopt this pilot project also ability -> trainings to adopt pilot project role perceptions -> translate pilot project to new situations situational factors -> provide resources to implement pilot project elsewhere
39
4 approaches for change
1. Action research approach 2. Appreciative inquiry approach – Four-D model 3. Large group interventions 4. Parallel learning structure approach
40
action research approach
action -> to achieve goal of change research -> testing application of concepts
41
action research principles (3)
1. open systems perspective 2. highly participative process 3. data-driven, problem-oriented processes
42
action research process model
1. form client-consultant relations 2. diagnose need for change 3. introduce intervention 4. evaluate/stabilize change 5. disengage consultant's services
43
Appreciative Inquiry Approach
frames change -> focus on positive and possible future, not problems
44
5 principles of appreciative inquiry approach
1. positive principle 2. constructionist principle: conversations shape reality 3. simultaneity principle: inquiry and change are simultaneous 4. poetic principle: we can choose how we perceive situations (glass half full) 5. anticipatory principle: people are motivated by desirable visions
45
Four_D model of Appreciative Inquiry
Discovery Dreaming Designing Delivering
46
Discovery
what is the best?
47
dreaming
forming ideas about what might be
48
designing
engaging in dialogue about what should be
49
delivering
developing objectives about what will be
50
dus de 4 Ds vragen
discovery: what is best dreaming: what might be designing: what should be delivering: what will be
51
large group interventions
future search open space large group sessions may last a few days high involvement with minimal structure
52
limitations of large group interventions
limited opportunity to contribute risk that few people will dominate focus on common ground may hide differences generates high expectations about future (misschien niet haalbaar)
53
parrallel learning structure approach
highly participative social structures members representative across the formal hierarchy sufficiently free from firms constraints develop change solutions, then applied back into the organization = action-research approach
54
cross-cultural concerns
linear and open conflict assumptions -> these are different from values in some cultures
55
ethical concerns
privacy rights management power self esteem of employers
56
what could reduce the not invented here syndrome
employee involvement
57
welke strategieen kosten veel tijd
communication learning employee involvement stress management
58
welke strategieen zijn duur
communication learning negotiation

WO & SP DT II (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions