change.ppt

15F I F T E E N

Organizational Change Organizational Change and Developmentand DevelopmentOrganizational Change Organizational Change and Developmentand Development

C H A P T E R

Courtesy National Board of Antiquities, Finland

Continuous Change at NokiaContinuous Change at NokiaContinuous Change at NokiaContinuous Change at Nokia

Nokia has continually adapted to its changing environment. The Finnish company began as a pulp and paper mill in 1865, then movedinto rubber, cable wiring, and computer monitors. In the 1980s, Nokia executives sensed an emerging market for wireless communication. Today, Nokia is a world leader in cellular telephones.

3

Organizational Change: An International Phenomenon

0 10 20 30 40 50 60 70 80

0 10 20 30 40 50 60 70 80

Percentage of Respondents by Country

Internationalexpansion

Reduction inemployment

Mergers,divestitures,acquisitions

Majorrestructuring

HungaryMexicoS. KoreaGermanyUnited StatesJapan

(Source: Kanten, R., 1991.)

4

Changing People: Some Basic Changing People: Some Basic StepsSteps

Recognizing theneed for change

Attempting tocreate a new stateof affairs

Incorporating the changes,creating and maintaining anew organizational system

Step 1: Unfreezing

Step 3: Refreezing

Step 2: Changing

Current S

tate

New

State

5

Team Team Building: Building: Its Basic Its Basic StepsSteps

Sensitivitygroups

Objectivedata

Group membersrecognize problem

Diagnose group’sstrengths andweaknesses

Develop desiredchange goals

Develop action planto make changes

Implement plan

Evaluate plan

Processcompleted

if successfulif successfulif unsuccessfulif unsuccessful

Res

tart

pro

cess

Res

tart

pro

cess

6

When Will It Occur?

Benefit ofmakingchange

Comparedto

Cost ofmakingchange

Changeis made

Change isnot made

Amount of dissatisfactionwith current conditions

Availability of adesirable alternative

Existence of a plan forachieving a desirable

alternative

If benefits exceed costs

If costs exceed benefits

Some External Forces for ChangeSome External Forces for ChangeSome External Forces for ChangeSome External Forces for Change

InformationInformationTechnologyTechnology

GlobalizationGlobalization& Competition& Competition

DemographyDemography

Courtesy National Board of Antiquities, Finland

DesiredConditions

CurrentConditions

BeforeChange

AfterChange

DrivingForces

RestrainingForces

Force Field AnalysisForce Field AnalysisForce Field AnalysisForce Field Analysis

DuringChange

DrivingForces

RestrainingForces Driving

Forces

RestrainingForces

Resistance to Change at BP NorgeResistance to Change at BP NorgeResistance to Change at BP NorgeResistance to Change at BP Norge

• “SDWTs don’t work on drilling rigs!”

• “We already have teams!”

• “This creates more work — will we get higher pay?”

• “I don’t know how to work in teams.”

• “SDWTs will threaten my job as a supervisor!”

Employees initially resisted self-directed teams BP Norge’s North Sea drilling rigs.

AP Worldwide

Forces forChangeForces forChange

Resistance to ChangeResistance to ChangeResistance to ChangeResistance to Change

Direct Costs

Saving Face

Fear of the Unknown

Breaking Routines

Incongruent Systems

Incongruent Team Dynamics

Creating an Urgency for ChangeCreating an Urgency for ChangeCreating an Urgency for ChangeCreating an Urgency for Change

• Need to motivate employees to change

• Most difficult when organisation is doing well

• Must be real, not contrived

• Customer-driven change– Adverse consequences for firm– Human element energizes employees

MinimizingMinimizingResistanceResistancetoto ChangeChange

CommunicationCommunication

TrainingTraining

EmployeeEmployeeInvolvementInvolvement

StressStressManagementManagement

NegotiationNegotiation

CoercionCoercion

Minimizing Resistance to ChangeMinimizing Resistance to ChangeMinimizing Resistance to ChangeMinimizing Resistance to Change

Refreezing the Desired ConditionsRefreezing the Desired ConditionsRefreezing the Desired ConditionsRefreezing the Desired Conditions

Creating organizational systems and team dynamics to reinforce desired changes

– alter rewards to reinforce new behaviours

– new information systems guide new behaviours

– recalibrate and introduce feedback systems to focus on new priorities

Courtesy of CHC Helicopter Corp.

Change AgentsChange AgentsChange AgentsChange Agents

• Anyone who possesses enough knowledge and power to guide and facilitate the change effort

• Change agents apply transformational leadership– Help develop a vision– Communicate the vision– Act consistently with the vision– Build commitment to the vision

Courtesy of CHC Helicopter Corp.

Successfully Diffusing ChangeSuccessfully Diffusing ChangeSuccessfully Diffusing ChangeSuccessfully Diffusing Change

• Successful pilot study

• Favourable publicity

• Top management support

• Labour union involvement

• Diffusion strategy described well

• Pilot program people moved around

Organization Development DefinedOrganization Development DefinedOrganization Development DefinedOrganization Development Defined

A planned system wide effort, managed

from the top with the assistance of a

change agent, that uses behavioural

science knowledge to improve

organizational effectiveness.

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Organizational Development: How Organizational Development: How Effective Is It?Effective Is It?

2020

3030

4040

5050P

erce

ntag

e of

Stu

dies

Sh

owin

g P

osit

ive

Cha

nges

Per

cent

age

of S

tudi

es S

how

ing

Pos

itiv

e C

hang

es

IndividualIndividualoutcomesoutcomes(e.g., job(e.g., job

satisfaction)satisfaction)

OrganizationalOrganizationaloutcomesoutcomes

(e.g., profit)(e.g., profit)

(23.55)(23.55)

(48.70)(48.70)Organizational outcomesmore often benefited fromOD interventions than did

individual outcomes

(Source: Porras and Robertson, 1992.)

EstablishClient-

ConsultantRelations

DisengageConsultant’s

Services

Action Research ProcessAction Research ProcessAction Research ProcessAction Research Process

DiagnoseNeed forChange

IntroduceChange

Evaluate/StabilizeChange

OrganizationParallel

Structure

Parallel StructuresParallel StructuresParallel StructuresParallel Structures

Discovery

Discovering the best of “what is”

Dreaming

Forming ideas about “what might

be”

Designing

Engaging in dialogue

about “what should be”

Delivering

Developing objectives

about “what will be”

Appreciative Inquiry ProcessAppreciative Inquiry ProcessAppreciative Inquiry ProcessAppreciative Inquiry Process

Organization Development Concerns Organization Development Concerns Organization Development Concerns Organization Development Concerns

• Cross-Cultural Concerns– Linear and open conflict assumptions

different from values in some cultures

• Ethical Concerns– Management power– Employee privacy rights– Employee self-esteem– Consultant’s role

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The Ethics of OD:The Ethics of OD:Summary of the DebateSummary of the Debate

OD is unethical

• Imposes values of theorganization; coerciveand manipulative

• Potential for abuse

OD is ethical

• The imposition of valuesis an inherent part of life,especially on the job

• Abuse comes from individuals, not fromthe technique itself,which is neither goodnor evil

23

Discussion of Activity 15.3Discussion of Activity 15.3Strategic Change ManagementStrategic Change ManagementDiscussion of Activity 15.3Discussion of Activity 15.3Strategic Change ManagementStrategic Change Management

Scenario #1: “Greener Telco”Scenario #1: “Greener Telco”Scenario #1: “Greener Telco”Scenario #1: “Greener Telco”

Scenario #1 refers to Bell

Canada’s Zero Waste

program, which

successfully changed

wasteful employee

behaviours by altering the

causes of those

behaviours. Courtesy of Bell Canada

Bell Canada’s Change StrategyBell Canada’s Change StrategyBell Canada’s Change StrategyBell Canada’s Change Strategy

Courtesy of Bell Canada

Relied on the MARS model to alter behaviour:

Motivation -- employee involvement, respected steering committee

Ability -- taught paper reduction, email, food disposal

Role perc. -- communicated importance of reducing waste

Situation -- Created barriers to wasteful behaviour, eg. removed garbage bins

Courtesy of Continental Airlines

Scenario #2: “Go Forward Airline”Scenario #2: “Go Forward Airline”Scenario #2: “Go Forward Airline”Scenario #2: “Go Forward Airline”

Scenario #2 refers to

Continental Airline’s “Go

Forward” change strategy,

which catapulted the

company “from worst to

first” within a couple of

years.

Continental Airlines’ Change StrategyContinental Airlines’ Change StrategyContinental Airlines’ Change StrategyContinental Airlines’ Change Strategy

Communicate, communicate, communicate

Introduced 15 performance measures

Established stretch goals (repainting planes in 6 months)

Replaced 50 of 61 executives

Rewarded new goals (on-time arrival, stock price)

Customers as drivers of changeCourtesy of Continental Airlines