ckm mod five

8/14/2019 CKM Mod Five

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MOD-5

Model of organizational change


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Force field analysis

Force field analysis is an

influential development in the field

of social science. It provides aframework for looking at the factors

(forces) that influence a situation,

originally social situations.


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It looks at forces that are either driving

movement toward a goal (helping

forces) or blocking movement toward a

goal (hindering forces). The principle,

developed by Kurt Lewin, is a significant

contribution to the fields o

social science
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Kurt_Lewinhttp://en.wikipedia.org/wiki/Objective_(goal)


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Analysis tool used to identify forces that help orhinder a change or solution

Helps teams focus on change from the currentstate to the desired state

Highlights both weaknesses and strengths, pros and

cons, barriers and opportunities

Determine if change is feasible/viable


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Assist in the analysis of cause and effect

Assessment of the strength of opposing

forces

Help analyze and prioritize solutions to

problems or areas needing improvement


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Restraining

forces

Driving forces

Statusquo

Desired state

Time

Force-field Model ofChange


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Force Field Analysis

ExampleHelping Forces (+) Hindering Forces (-)

Video Check Out ProcessImprovement

Loyal customersComputeraffordableSoftwareavailableMgt. Wants tochange

Customersdissatisfied

Manual activitiesNo computer

expertiseUnfriendlyemployees

Store layoutEmployees

turnover

5

4

1

1

3

2

4

2

3

3

Total: 16Total: 12


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Increase urgency

Build the guiding team Get the vision right Communicate for buy-in* Empower action

Create short term wins Dont let up Make change stick

8 steps for successful changePeople will not make sacrifices, even if they are unhappy with the

status quo, unless they think the potential benefits of change are

attractive and unless they really believe that a transformation is

possible.

The Heart of Change (John P. Kotter and Dan S. Cohen)

* 70% of peoples problems need no other solution than understandingResolvin conflict, McConnon

ImplementationImplementation


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Force Field AnalysisExample

Helping Forces (+) Hindering Forces (-)

Video Check Out ProcessImprovement

Loyal customersComputeraffordableSoftwareavailableMgt. Wants tochange

Customersdissatisfied

Manual activitiesNo computer

expertiseUnfriendlyemployees

Store layoutEmployees

turnover

5

4

1

1

3

2

4

2

3

3

Total: 16Total: 12


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Implementing OrganizationalChange

Top-down Change

Change Agents

Bottom-upChange


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Eight Steps to a PlannedOrganizational Change

Establish a sense of

urgency.

Form a powerful

coalition ofsupporters of

change.

Create a vision of

change. Communicate the

vision of change.

Empower others to

act on the vision.

Plan and create

short-term wins. Consolidate

improvements and

produce still more

change. Institutionalize new

approaches.


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Stages of Organizational Change andStages of Organizational Change and

their Relationship to Implementationtheir Relationship to Implementation

OrganizationalChange Phases

ImplementationPhases

Unfreezing

Moving

Refreezing

Install

Activate

Institutionalize

(Adapted from: Lewin, K., Field Theory in Social Science, Harper & Row, New York, 1958.)


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Action Research & Force Field AnalysisAction Research & Force Field Analysis

Action Research: A method for identifying the data

associated with the degree of conflict or resistance

in a businesss environment and then dealing with it

in a real-time manner.

Force Field Analysis (Tool/Form): A tool used to

identify an individuals perceived positive and

negative aspects about some current or pending

organizational change.


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Force Field Analysis ToolForce Field Analysis Tool

Blank Force Field Analysis FormBlank Force Field Analysis Form

Driving Forces(Positive)

Restraining Forces(Negative)


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Completed Force Field Analysis FormCompleted Force Field Analysis Form

Driving Forces(Positive)

Restraining Forces(Negative)

industry std.

dept. std.

better support

site license

new software

etc...

etc...

learning curve

DOS programs

machine slow

more memory

etc...

etc...

etc...

total =

X inches

total =

Y inches


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Managerial options for implementing the

change process are:

Top Down Approach.

Laissez-Faire Approach.

Collaborative Approach.


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TOP-DOWN APPROACH

In this approach the solutions or decisions

are arrived at by the people at the top.

They are passed down the formal channels of

communication & control in a unilateralmanner.

These changes focus on the tangibles.


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Two assumptions under this approach

The reasons for the existing behaviors in an

organization (Low performance, high

absenteeism, low productivity rate) Can be traced to single tangible factor.

The overall system can be changed by

changing these tangible causes of existingbehaviors.


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Thus if one changes the existing structures,

systems, & procedures it leads to the basic

change in the organization.

The second assumption is that change is acoercion-compliance phenomenon i.e. the

change process is approached with the basic

assumption that some people initiatechanges while others get changed.


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Advantages

A top down strategy of change is effective

provided the change initiator has

considerable power (coercive, charismatic

power) The advantage of this strategy is that change

is quick and speedy.

Last option for managers when otherstrategies dont work.

People do not like to be coerced.


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LAISSEZ-FAIRE APPROACH

Assumptions

Systems can change only when its members

change.

People are primarily rational beings who follow theirrational self interests.

They will change in a particular direction only when

they realize that it is advantageous to change.

Hence to bring about change we should provideenough information to make rational choices.


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Consequences

It delegates much responsibility for defining andacting upon problems to the subordinates.

The common forms of this approach that takes inthe organizations are:

Communication Meetings Work Shops. Conferences

Training Programmes Decision Making Skills Participants would be

learning these skills, later would be using inconcrete organisational situations.


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COLLABORATIVEAPPROACH The approach that deals with the superiors

and the subordinates.

It involves sharing of the power b/w the

superiors and subordinates in terms of jointlydefining the problems and developing the

solutions.


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Assumptions

Organisational systems & structures, which

need to be changed, are not mere

mechanical procedures, or exhibits, in the

organisational chart. Rather They are defined by the patterns of behaviors

& practices which are rooted by the patterns

of behaviors and practices, which are rootedin the socio-cultural norms, values, &

attitudes of the people.


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Role of a Superior.

To provide a broad perspective to guide the

process and direction of change.

He will highlight the problems which require

the organization attention.

Invites participation to solve problems.


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