Chapter 17

Organizational Change and Development

 

 

Learning Objectives
Chapter Seventeen

     Describe forces that act as stimulants to change

     Contrast first-order and second-order change

     Summarize sources of individual and organizational resistance to change

     List techniques for overcoming resistance to change

     Identify properties of innovative organizations

     List characteristics of a learning organization

     Define organizational development (OD)

     Describe five specific OD interventions

 

 

Forces for Change

    Nature of the work force

    Technology

    Economic shocks

    Competition

    Social trends

    World politics

 

 

Levels of Change

    First-order change

–  linear and continuous

    Second-order change

–  multidimensional

–  multilevel

–  discontinuous

–  radical

 

 

Types of Change

    Structure

    Technology

    Physical setting

    People

Sources of Individual Resistance to Change

 

Sources of Organizational Resistance to Change

Overcoming Resistance

     Participation

     Education and communication

     Facilitation and Support

     Negotiation

     Manipulation and Co-optation

     Coercion

 

 

Lewin's Three Step Model

 

 

Driving Forces Vs. Restraining Forces

 

 

Elements of Action Research

    Diagnosis

    Analysis

    Feedback

    Action

 

 

Innovation

New idea applied to initiating or improving products, services, or processes

 

 

Sources of Innovation

     Structure

     Culture

     Training and development

     High job security

     Convictions of product champion

 

 

Learning Organizations

     Continuously increase their capacity to adapt and change

     Engage in double-loop learning, correcting errors by questioning objectives, policies, and standard routines so that errors do not occur again.

     Challenge deep rooted assumptions

 

 

Creating a Learning Organization

    Have a strategy committed to continuous improvement and change

    Redesign your structure to reinforce interdependence

    Reshape your culture

 

 

Organizational Development (OD)

A collection of planned change interventions

built on humanistic-democratic values

that seek to improve organizational effectiveness

and employee well-being.

 

 

OD Values

    Respect

    Trust

    Empowerment

    Confrontation

    Participation

 

 

OD Interventions

    Sensitivity training

    Survey feedback

    Process consultation

    Teambuilding

    Intergroup Development

 

 

Change and Culture

     Control over environment affects whether people believe change is possible

     Time orientation affects time to achieve change

     Traditional orientation versus future orientation determines resistance to change

     Power distance influences implementation