Managing Change and Organizational Learning

Chapter Sixteen
McGraw-Hill/Irwin
2012 The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

After reading the material in this chapter, you should be able to:
LO16.1 Discuss the external and internal forces that can create the need for organizational change. LO16.2 Describe Lewins change model and the systems model of change. LO16.3 Explain Kotters eight steps for leading organizational change.

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After reading the material in this chapter, you should be able to:
LO16.4 Review the 11 reasons employees resist change. LO16.5 Identify alternative strategies for overcoming resistance to change. LO16.6 Define the term learning organization LO16.7 Review the factors that hinder an organizations ability to learn from success and failure.
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Forces of Change
External forces for change
originate outside the organization

Internal forces for change

originate inside the organization.

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Lewins Change Model

Unfreezing
Focus is to create the motivation to change Begin by disconfirming the usefulness or appropriateness of employees present behaviors or attitudes

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Lewins Change Model

Benchmarking
the overall process by which a company compares its performance with that of other companies, then learns how the strongestperforming companies achieve their results

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Lewins Change Model

Changing
providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done change can be aimed at improvement or growth, or it can focus on solving a problem such as poor customer service or low productivity

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Lewins Change Model

Refreezing
Change is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing things Giving employees the chance to exhibit new behaviors, which are then reinforced

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A Systems Model of Change

Systems Approach
Based on the premise that any change, no matter how large or small, has a cascading effect throughout an organization Takes a big picture perspective of organizational change

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A Systems Model of Change

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Steps to Leading Organizational Change

Table 16-1

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The OD Process

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Overcoming Resistance to Change

Resilience to change
represents a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control, was positively associated with recipients willingness to accommodate or accept a specific organizational change

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Six Strategies for Overcoming Resistance to Change

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Factors That Detract from an Organizations Ability to Learn from Failure

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