Managing ChangeManaging Changeand Innovationand Innovation

Chapter 9Chapter 9

Learning Objectives

1. DESCRIBE what change variables are within a manager’s control.

2. IDENTIFY external and internal forces for change.

3. EXPLAIN how managers can serve as change agents.

4. CONTRAST the “calm waters” and “white water rapids” metaphors for change.

5. EXPLAIN why people are likely to resist change.

What will I be able to doWhat will I be able to doafter I finish this chapter?after I finish this chapter?

Learning Objectives

6. LIST techniques for reducing resistance to change.

7. IDENTIFY what is meant by the term organization development and specify four popular OD techniques.

8. EXPLAIN the causes and symptoms of stress.

9. DIFFERENTIATE between creativity and innovation.

10. EXPLAIN how organizations can stimulate innovation.

What will I be able to doWhat will I be able to doafter I finish this chapter?after I finish this chapter?

Three Categoriesof Change

StructureStructureAuthority relationshipsCoordinating mechanismsJob redesignSpans of control

TechnologyTechnologyWork processesWork methodsEquipment

PeoplePeopleAttitudesExpectationsPerceptionsBehavior

The Change Process

Changing

RefreezingRefreezingUnfreezingUnfreezing

Why PeopleResist

Change

Individualresistance

Fear of losingsomething of

valueBelief that change

is not good forthe organization

Fear ofthe unknown

Techniques for Reducing Resistance to Change

Education and When resistance Clear up May not workcommunication is due to misunderstandings where mutual trust

misinformation and credibility arelacking

Participation When resisters Increases Time-consuming;have the expertise involvement and has potential for a to make a acceptance poor solution

contribution

Facilitation and When resisters Can facilitate Expensive; nosupport are fearful and needed guarantee of

anxiety-ridden adjustments success

Negotiation Necessary when Can “Buy” Potentially highresistance comes commitment cost; opens doorfrom a powerful for others to applygroup pressure, too

Manipulation When a powerful Inexpensive easy Can backfire, and co-optation group’s endorsement way to gain causing change

is needed support agent to lose credibility

Coercion When a powerful Inexpensive & easy May be illegal;group’s endorsement way to gain may undermineis needed support change agent’s

credibility

TECHNIQUEWHEN USEDADVANTAGEDISADVANTAGES

Major Stressors

STRESSSTRESS

PersonalPersonal•Personality type•Family matters•Financial problems

OrganizationalOrganizationalRole ambiguityRole conflictRole overloadTechnological advancementsReengineering, downsizingRestructuring

Becoming More Creative

• Think of yourself as creative

• Pay attention to your intuition

• Move away from your comfort zone

• Engage in activities that put you outside your comfort zone

• Seek a change of scenery

Becoming More Creative

• Find several right answers

• Play your own devil’s advocate

• Believe in finding a workable solution

• Brainstorm with others

• Turn creative ideas into action

להיות יצירתי

חפש ומצא תשובות נכונות •

רבות

היה “פרקליט השטן” של עצמך•

האמן שניתן לאתר פתרון •

שימושי

יישם בפעולה רעיונות יצירתיים •

ערוך סיעור מוחות עם אחרים•

ראה את עצמך כאדם יצירתי•

שים לב לאינטואיציות שלך •

חפש פעילויות המחייבות אל •

תסתפק במוכר, ידוע ונוח לך

Chapter Check

1. What change variables are within a manager’s control?

2. What are some external and internal forces for change?

3. How can managers serve as change agents?

4. What are the “calm waters” and “white water rapids” metaphors for change?

5. Why are people likely to resist change?

Chapter Check

6. What are some techniques for reducing resistance to change?

7. What is meant by the term organization development? Specify four popular OD techniques.

8. What are the causes and symptoms of stress?

9. What are the differences between creativity and innovation?

10. How can organizations stimulate innovation?