chapter 19: organizational change creating effective organizations

Chapter 19: Chapter 19: Organizational Organizational ChangeChange

Creating Effective Creating Effective OrganizationsOrganizations

Planning for ChangePlanning for Change

1.1. Diagnose the present conditionDiagnose the present condition

2.2. Set goals and define the future stateSet goals and define the future state

3.3. Define the transition state between Define the transition state between the present and the futurethe present and the future

4.4. Develop strategies for managing the Develop strategies for managing the transitiontransition

5.5. Evaluate the change effortEvaluate the change effort

6.6. Develop a balance between stability Develop a balance between stability and flexibilityand flexibility

Evaluating ResultsEvaluating Results of the Actionof the Action

Implementing the Implementing the Course of ActionCourse of Action

Selecting Course Selecting Course of Action (Decision Making)of Action (Decision Making)

Listing Alternative Listing Alternative Courses of ActionCourses of Action

Data Data AnalysisAnalysis

Data Data GatheringGathering

Problem Problem IdentificationIdentification

Step 4Step 4

Step 3Step 3

Step 2Step 2

Step 1Step 1

Step 5Step 5

Step 6Step 6

Step 7Step 7

Model of Individual Model of Individual ChangeChange Pre conditions for change:Pre conditions for change:

1.1. Felt needFelt need

2.2. Support for the change from a significant Support for the change from a significant other(s)other(s)

Needed movement for successful Needed movement for successful change:change:

1.1. From general to specific goalsFrom general to specific goals

2.2. From old to new social tiesFrom old to new social ties

3.3. From lower to higher self esteemFrom lower to higher self esteem

4.4. From external to internal motivationFrom external to internal motivation

Building Support for Building Support for Your VisionYour Vision

BedfellowsBedfellows AlliesAllies

AdversariesAdversaries OpponentsOpponents

High

Low

High

Trust

Ag

reem

en

t

Fence sittersFence sitters

Anxiety GapAnxiety Gap

AnxietyAnxiety

PerformancePerformance

Anxiety GapAnxiety GapChange PointChange Point

Responsibility ChartResponsibility Chart

ActorsActors

DecisioDecisionsns

CODE:CODE: R-- Responsibility (initiates)R-- Responsibility (initiates)A-V Approval (right to veto)A-V Approval (right to veto)S-- Support (put resources against)S-- Support (put resources against)I-- Inform (to be informed)I-- Inform (to be informed)

The 3 Is for Reducing The 3 Is for Reducing Resistance to ChangeResistance to Change

1.1. InformationInformation

2.2. InvolvementInvolvement

3.3. IncentivesIncentives

BeforeP.M.I.

AfterP.M.I.

6 MonthsLater

12MonthsLater

18MonthsLater

A Teams (N=5) held regular P.M.I.s with the managers.B Teams (N=5) discontinued P.M.I.s after initial training, then re-instituted them.

HighHigh

LowLow

MediumMedium

Effects of an Ongoing Personal Management Effects of an Ongoing Personal Management Interview ProgramInterview Program

SOURCE: Boss, 1983SOURCE: Boss, 1983

Combined Combined measures of team measures of team effectiveness effectiveness including including productivity, productivity, leader-subordinate leader-subordinate relations, relations, participation and participation and teamwork, trust, teamwork, trust, and meeting and meeting effectiveness.effectiveness.

B Teams initially B Teams initially instituted a P.M.I. instituted a P.M.I.

system, then system, then stoppedstopped

B Teams B Teams re- re-

instituted a instituted a P.M.I. P.M.I. systemsystem