Lessons from Kathryn

Organisational Behaviour

Organisational Change

This Week

Lewins Force Field Analysis Model

Social psychologist Kurt Lewin

Diagnose the driving and restraining forces for change agents

3

Why Employees Resist Change

Direct Costs

Saving Face

Fear of the Unknown

Breaking Routines

Breaking Team Dynamics

Breaking Organisational Systems

Unfreezing - Creating an Urgency to Change

Customer-Driven change

Without External Forces

How? Even if were already successful?

A lot of persuasive influence to help employees visualise a more attractive future.

Result: the current situation is less appealing

When the vision connects to employee values and needs, it can be a motivating force for change even when external problems are not strong.

Studies found that when the org is performing well, decision makers become less vigilant of external threats and are more resistant to change.

Complacency

5

Reducing the Restraining Forces

StrategyApplicationProblemsCommunicationUrgency for change is minimalResist change from fear of unknownTime consumingCostlyLearningBreaking old routinesAdopt new patternsTime consumingCostlyEmployee involvementWhen change effort needs employee contributionEmployee ideas would improve changeSome employees need to save faceTime consumingMay lead to conflict/poor decisions

Reducing the Restraining Forces

StrategyApplicationProblemsStress managementWhen the above three strategies to do sufficiently ease employees worriesTime consumingPotentially expensiveMethods may not reduce stress for all employeesNegotiation Employees will lose something of value from the changeOrg must change quicklyMay be expensiveProduces compliance, but not commitment to changeCoercionWhen other strategies are ineffectiveOrg must change quicklyCan lead to subtle form of resistanceLong term antagonism with the change agent

Refreezing the Desired Conditions

People are creatures of habit

Realigning org systems and team dynamics with the desired changes

Changing the physical structure and situational conditions

Org rewards

Should be realigned to motivate and reinforce efficient behaviour

Feedback mechanisms

Are the employees demonstrating new behaviours?

Are the employees achieving the org goals?

Leadership, Coalitions and Pilot Projects

Effective Change Process

Transformational Leadership

Key element = strategic vision

Sense of direction

Evaluation of success to changes

Emotional foundation linking employees values and self-concept

Minimises employee fear of the unknown

Better understanding of what behaviours should be learned in the future

Coalitions and Social Networks

Change agents cannot lead the initiatives alone

Guiding Coalition

Influence leaders and respected employee peers to disperse commitment to org change

Viral Change

Not easily controlled

Word-of-mouth / viral marketing

Provides behavioural observation humans observe each others behaviour and adopt behaviours that are rewarded

Pilot Projects

The cautious approach that tests the effectiveness of change

More flexible

Less risky

Easier to select org pilot group ready for change

Strategies for diffusing change from Pilot Projects

Motivate

Ability

Role Perceptions

Situational Function

Action Research Approach to Change

Problem-focussed change process

Combines action orientation (changing behaviour + attitudes and research orientation (testing theory via data collection and analysis)

Change agents need to anticipate both inended and unintended consequences of interventions

Is an open system = requires knowledge + commitment of members within system

13

Form client-consultant relationship

Diagnose need for change

Gather data

Introduce intervention

Implement incremental or quantum change

Analyse data

Decide objectives

Evaluate and stabilise change

Determine change effectiveness

Refreeze

Disengage consultant services

Sound CanvasTrack 1 #2

Sound CanvasTrack 1 #3

Sound CanvasTrack 1 #4

Sound CanvasTrack 1

Track 21997 Joe Gershen / Eat-At-Joe's Music