ms en course 4 [individual change]

8/13/2019 MS en Course 4 [Individual Change]

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Dan Lungescu, PhD, assistant professor2010-2011

Change management

Ch. 4. Individual change


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Course outline

Ch. 1. Why change?

Ch. 2. The conditions for change

Ch. 3. A framework for change

Ch. 4. Individual change

Ch. 5. Organizational change

Ch. 6. Sustainable change

Change management


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Chapter 4 outline

4.1. Reactions to change

4.2. Changing individual perceptions

4.3. The coping cycle

4.4. Forcefield analysis


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4.1. Reactions to change

Outline 4.1. Reactions to change

The main negative reactions to change:

People dont see the need for change they have constructed a

mental map of their world which enables them to operate in it

relatively successfully.

Perception

People dontwant to go from being competent in the wrong things

to being incompetent in the right things.

Own expertise

Other reasons to fear change


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Types of individuals

Outline 4.1. Reactions to change Types of individuals

Using an analogy from marketing, there are some different

types of people according to their reaction to change:

Innovators

Early adopters

The early majority

The late majority

Laggards (people who resist change)

Overall:

Innovators: they instigate change

Adaptors: they react to change


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Changing individual perceptions (2)

Outline 4.2. Changing individual perceptions(2)

Unfreeze

Move

Re-freeze

Letting go of past

Adapting to change

Moving forward

Organizational path Individual path


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4.3. The coping cycle

Outline 4.3. The coping cycle

A model of how people come to accept change over time.

The coping cycle

1. Denial

2. Defense

3. Discarding

4. Adaptation

5. Internalization


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1. Denial

Outline 4.3. The coping cycle 1. Denial

We have always done things this way.

Why change, our results are good, arent they?

Dont change a winning team.

We tried that before but it did not work.


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2. Defense

Outline 4.3. The coping cycle 2. Defense

Thats fine but it wont work in my area.

Id like to get involved but I have too much work to do.

The theory is fine, but it wont work in practice.


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3. Discarding

Outline 4.3. The coping cycle 3. Discarding

Whether I like it or not, it is going to happen, so I had better...

Well here it is; we are committed to it; heres how I see it.

I was giving that new machine a try, and do you know?

Ive been asked to join the group looking at X.


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4. Adaptation

Outline 4.3. The coping cycle 4. Adaptation

We are still trying to get the new X to work.

We are getting most of the output from the new X but I still

think we need to

We are never going to get X to work unless those in that

department pull their finger out.

I kept telling them that was what we needed to do andfinally they have done it.


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4.4. Forcefield analysis

Outline 4.4. Forcefield analysis

Individuals readiness

to change

Forces for change

Nothing to lose

Fear of future

Boredom

Lack of money

Adventurous risk-taking

personality Pressure from

family/friends/colleagues

Forces against change

Fear of unknown

Uncertainty of outcome

Lack of energy

Complacency

Comfortable lifestyle and

personality Pressure from

family/friends/colleagues


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Dan Lungescu, PhD, assistant professor

2010-2011

ms en course 4 [individual change]

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