MAN 337 Chapter Notes - Chapter 16: Radical Change, Organization Development, Learning Organization
Document Summary
Forces for change: nature of the workforce (i. e. demographic, scale, etc, technology, economic shocks, competition (i. e. global competition, social trends, world politics. Why organizations resist change: structural inertia, habits, routines, limited focus of change, threat to expertise, threat to established power relationships, threat to established resource allocations. Tactics to overcome resistance: educate and communicate. Employees need to understand the logic for change. It helps to (cid:862)sell(cid:863) the (cid:374)eed for (cid:272)ha(cid:374)ge & fights (cid:862)(cid:373)isi(cid:374)for(cid:373)atio(cid:374)(cid:863: seek participation. It is hard to resist change when you are part of the solution: build emotional commitment. Fire up employees to help them embrace the need for change. It is critical for leaders to bend over backwards to demonstrate procedural fairness: cooptation/ manipulation. Eek to (cid:862)(cid:271)uy off(cid:863) leaders of resista(cid:374)(cid:272)e group (cid:271)y gi(cid:448)i(cid:374)g hi(cid:373) or her a key role i(cid:374) the (cid:272)ha(cid:374)ge decision: coercion. Approaches to managing change: lewin"s three step model. To unfreeze: increasing driving forces and decrease restraining forces.
