代写 OB Organisational Behaviour Assignment
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代写 OB Organisational Behaviour Assignment
Learning objectives
•15.1 Describe the elements of Lewin’s force field analysis model
•15.2 Discuss the reasons people resist organisational change and look at how change agents should view this resistance
•15.3 Outline six strategies for minimising resistance to change and debate ways to effectively create an urgency for change
•Learning objectives (cont.)
•Organisational change at
LG Group
•LG Group chairman Koo Bon-moo (centre) is creating an urgency to change South Korea’s second largest conglomerate into a more proactive marketplace leader rather than a follower.
•Lewin’s force field analysis model
•System-wide change that helps change agents diagnose the forces that drive and restrain proposed organisational change
•Driving forces:
–push organisations towards change
–external forces or leader’s vision
•Restraining forces:
–resistance to change
–employee behaviours that block
the change process
•Lewin’s force field analysis model (cont.)
•Restraining forces (resistance to change)
•Many forms of resistance:
–e.g. complaints, absenteeism, passive non-compliance
•View resistance as a resource:
–symptoms of deeper problems in the change process
–a form of constructive conflict—may improve decisions in the change process
–a form of voice—helps procedural justice
•Why employees resist change
•Negative valence of change
•Direct costs:
–losing something of value due to change
•Fear of the unknown:
–risk of personal loss
–concern about being unable to adjust
–‘not invented here’ syndrome
–
–
•Why people resist change (cont.)
•Breaking routines:
–cost of moving away from our ‘comfort zones’
–requires time/effort to learn new routines
•Incongruent team dynamics:
–norms contrary to the desired change
•Incongruent organisational systems:
–systems/structures reinforce status quo
–career, reward, power, communication systems
•Unfreezing, changing and refreezing
•Occurs when driving forces are stronger than the restraining forces
•Creating an urgency for change
•Inform employees about driving forces
•Most difficult when organisation is doing well
•Customer-driven change:
–adverse consequences for firm
–human element energises employees
•Creating urgency to change without external forces:
–requires persuasive influence
–use positive vision rather than threats
•Reducing the restraining forces
•Highest priority and first strategy for change
•Generates urgency to change
•Reduces uncertainty (fear of unknown)
•Problems—time-consuming and costly
•Reducing the restraining forces (cont.)
•Provides new knowledge/skills
•Includes coaching and other forms of learning
•Helps break old routines and adopt new roles
•Problems—potentially time- consuming and costly
•Reducing the restraining forces (cont.)
•Employees participate in change process
•Helps saving face and reduces fear of unknown
•Includes task forces, future search events
•Problems—time-consuming, potential conflict
•Reducing the restraining forces (cont.)
•When communication, learning and involvement are not enough to minimise stress
•Potential benefits:
–more motivation to change
–less fear of unknown
–fewer direct costs
•Problems—time-consuming, expensive, doesn’t help everyone
•Reducing the restraining forces (cont.)
•Influence by exchange— reduces direct costs
•May be necessary when people clearly lose something and won’t otherwise support change
•Problems:
–expensive
–gains compliance, not commitment
•Reducing the restraining forces (cont.)
•When all else fails
•Assertive influence
•Radical form of ‘unlearning’
•Problems:
–reduces trust
–may create more subtle resistance
–encourages politics to protect job
•Refreezing the desired conditions
•Refreezing realigns organisational systems and team dynamics so they support the desired change
•Alters rewards to reinforce new behaviours
•Changes career paths
•Revises information systems
•Leadership, coalitions and pilot projects
Effective change processes require:
•Leadership:
–transformational
•Coalitions:
–internal and external stakeholders
–formally structured group
–public sector programmes
•Social networks:
–informal social structures
–viral change
•Pilot projects:
–diffusion of change
•
•Strategic vision and change
•Needs a vision of the desired future state
•Identifies critical success factors for change
•Minimises employee fear of the unknown
•Clarifies role perceptions
•Social networks and viral change
•Change agents need a guiding coalition:
–representative across firm
–influence leaders—respected
•Viral change:
–information seeded to a
few people is transmitted
代写 OB Organisational Behaviour Assignment
to others based on patterns of friendship
–relies on social networks, high trust, referent power
–change also occurs through behaviour observation
•Diffusion of change
•Begin change as pilot projects
•Effective diffusion considers MARS model:
–motivation: pilot project employees rewarded; motivate others to adopt pilot project
–ability: train employees to adopt pilot project
–role perceptions: translate pilot project to new situations
–situational factors: provide resources to implement pilot project elsewhere
•Strategies for diffusing change from a pilot project
•Motivation
•Ability
•Role perceptions
•Situational factors
•Strategies for diffusing change from a pilot project (cont.)
•Action research approach
A problem-focused change process that combines action orientation (changing attitudes and behaviour) and research orientation (testing theory through data collection and analysis)
•Action orientation and research orientation:
–action: to achieve the goal of change
–research: testing application of concepts
•Action research principles:
–open systems perspective
–highly participative process
–data-driven, problem-oriented process
•Action research process
•Appreciative inquiry
An organisational change strategy that directs the group’s attention away from its own problems
and focuses participants
on the group’s potential
and positive elements
•Appreciative inquiry approach
•Frames change around positive and possible future, rather than traditional problem focus
Principles:
•positive—focus on opportunities, not problems
•constructionist—conversations shape reality
•simultaneity—inquiry and change are simultaneous
•poetic— we can choose how to perceive events and situations
•anticipatory—people are motivated by desirable visions of the future
•Four-D model of appreciative inquiry
•Large group interventions
Highly participative events
that view organisations
as open systems
and adopt a future and positive
focus of change
•Large group intervention approach
•Future search, open space and other interventions that involve ‘the whole system’:
–large group sessions
–may last a few days
–high involvement with minimal structure
•Limitations of large group interventions:
–limited opportunity to contribute
–risk that a few people will dominate
–focus on common ground may hide differences
–generates high expectations about ideal future
•Parallel learning structure approach
•Highly participative social structures
•Members representative across the formal hierarchy
•Sufficiently free from firm’s constraints
•Develops solutions for organisational change that are then applied back into the larger organisation
•Change agents
•Change agent—anyone who possesses enough knowledge and power to guide and facilitate the change effort
•Involves transformational leadership:
–develop the change vision
–communicate the vision
–model the vision
–build commitment to the vision
•Cross-cultural and ethical issues in managing change
•Cross-cultural concerns:
–linear and open conflict assumptions different from values in some cultures
•Direct confrontation view:
–tension and conflict vs harmony and equilibrium
–contingency-oriented perspective
•Ethical concerns:
–privacy rights of individuals
–management power
–individuals’ self-esteem
•Behaviour: the journey continues
Organisations are human entities:
‘Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.’
Andrew Carnegie (1835–1919)
•Summary
•Lewin’s force-field analysis models states that systems have driving and restraining forces.
•Employee resistance to change signals employee unreadiness for change.
•Resistance to change can be minimised through six strategies.
•Transformational leadership, coalitions, social networks and pilot projects are vital for successful change.
•Summary (cont.)
•There are several formal approaches to organisational change.
•Organic change theories are not culturally compatible globally.
•Some change practices raise ethical concerns.
代写 OB Organisational Behaviour Assignment
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