ADMS 2400 Chapter Notes - Chapter 17: Radical Change
2 May 2018
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ADMS 2400 Chapter 17 Notes – Summary
Introduction
• The status quo can be considered to be an equilibrium state.
• To move from this equilibrium—to overcome the pressures of both individual resistance
and group conformity—unfreezing must happen in one of three ways. (See Exhibit 14-
4.)
• The driving forces, which direct behaviour away from the status quo, can be increased.
• The restraining forces, which hinder movement from the existing equilibrium, can be
decreased.
• A third alternative is to combine the first two approaches.
• Companies that have been successful in the past are likely to encounter restraining
forces because people question the need for change.
• Similarly, research shows that companies with strong cultures excel at incremental
change but are overcome by restraining forces against radical change.
• The value of this model can be seen through the example of a large oil company that
decided to consolidate its three regional marketing offices in Winnipeg, Calgary, and
Vancouver into a single regional office in Calgary.
• The decision was made in Toronto, and the people affected had no said whatsoever in
the choice.
• The reorganization meant transferring more than 150 employees, eliminating some
duplicate managerial positions, and instituting a new hierarchy of command.
• The oil copa’s aageet could epect eploee resistace to the cosolidatio
and outlined its alternatives.
• Those in Winnipeg or Vancouver may not want to transfer to another city, pull children
out of school, make new friends, adapt to new co-workers, or undergo the reassignment
of responsibilities.
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