ORGANIZATIONAL CHANGE

Anmerkungen:

• BEFORE CHANGE: -Restraining Forces = Driving Forces DURING A CHANGE: -Less Restraining Forces  and More Driving Forces AFTER CHANGE: -Restraining  Forces = Driving Forces
• UNFREEZING - The change agent produces disequilibrium between the driving forces and the restraining forces.
• FREEZING - A change process in which systems and conditions are introduced that reinforce and maintain the desired behaviours.

1. Resisting Forces
   1. Direct Costs

      Anmerkungen:

      • Resources, personal status, and career opportunities might necessarily be removed.
   2. Saving Faces

      Anmerkungen:

      • Some people resist change as a political strategy to "prove" that the decision is wrong or that the person encouraging is incompetent.
   3. Fear of the unkown

      Anmerkungen:

      • People resist change out of worry that they cannot adjust to the new work requirements. This fear of the unknown increases the risk of personal loss.
   4. Breaking routines

      Anmerkungen:

      • This means that the employee needs to abandon habits and routines that are no longer appropriate.
2. Minimizing Restraining Forces

   Anmerkungen:

   • Restraining Forces - Resistance to Change
   1. Communication
      1. Customer complaint letters shown to employees

         Anmerkungen:

         • -Time consuming -potentially costly
   2. Learning
      1. Learn how to work in team as company adopts a team based structure

         Anmerkungen:

         • -Time consuming -Potentially costly
   3. Employee Involvement
      1. Company forms task force to recommend new customer service practices

         Anmerkungen:

         • -Very time consuming -Might lead to conflict and poor decisions if the employee's interests are incompatible with the organizations needs
   4. Stress Management
      1. Employees attend sessions to discuss their worries about the change

         Anmerkungen:

         • -Time consuming -Potentially costly -Some methods might be ineffective for all or some employees
   5. Negotiation
      1. Employees agree to replace strict job categories with multi-skilling in return for increased job security

         Anmerkungen:

         • -May be expensive -Tends to produce compliance but not commitment to the change
   6. Coercion
      1. Company president tells managers to "get on board" the change or leave

         Anmerkungen:

         • -Can lead to more subtle form of resistance
3. Driving Forces
   1. This could happen due to new competitors or technologies, evolving workforce expectations, or a host of other environmental changes

1. Discovery
   1. Identifying the best of "What is"
2. Dreaming
   1. Envisioning "what might be"
3. Designing
   1. Engaging in dialogue about "what should be"
4. Delivering
   1. Developing objectives "what will be"

1. Risk of violating individual privacy rights
2. Some change activities potentially increase managements power
3. Organizational change interventions undermine the individual's self esteem