Louis Tan Loc

Nguyen Cao Nhan

Vo Duy Huy
Nguyen Thi Thuy Lien

LEADING
CHANGE IN
ORGANIZATIONS
AGENDA
 Change processes in Organizations
 Influencing Organization Culture
 Developing a Vision
 Implementing Change
 Innovation and Organizational Learning
CHANGE
PROCESSES
Leading change is one of the
most difficult and most important
leadership responsibilities
Reasons for accepting
change
 Legitimate power
 Coercive power
 Strong referrent and Expert power
Risistance to change
 Lack of trust
 Belief that change is not necessary
 Belief that change is not feasible
 Economic threat
 Relative high cost
 Fear of personal failure
 Loss of status and power
Risistance to change is normal
and should be treated as
energy to improve change.
Stages in change process

Unfreezing Changing Refreezing

 Stages in change process
 Each stage should be dealt with thoroughly
 Moving from changing without first unfreezing
causes apathy and strong resistance
 Lack of systematic analysis and problem solving
at changing phase make a weak changing
plan
 Lack of attention and concensus at refreezing
phase causes reversion after implementation
 2 approaches to achieve
change
 Improving driving forces
 Reducing restraining forces
 Doing both at the same time can be very
effective, especially when the restraining forces
are strong
Stages in reactions to change

Denial Anger Mourning Adaptation

Leaders must learn to be patient and helpful

Prior experience and reactions
to change
 Depend on a person’s general
confidence in dealing with change
successfully before
2 competing hypotheses: Traumatic
change  Better preparation for next
change vs Repeated changes  Less
resilient and more vulnerable to next
change
Different types of
organizational change
 Attitude-centered approach: Underlying
assumption is that new attitudes through
activities (teambuilding…) cause
behavvior to change positively.
 Role-centered approach: Underlying
assumption is that change in work flow
requires people to work in a different way.
Other types of organizational
change
 Technology-centered approach
 Strategy-centered approach
 Organizational approach (Human
capability, Creativity…)
 Economic approach (Improve financial
performance)
INFLUENCING
ORG. CULTURE
Influencing Organization
Culture
Culture and Growth stages of
Organizations
 It
is much more difficult to change culture in
a mature organization than to create in a
new organization
VISION
DEVELOPMENT
 CONTENTS
1. How visions influence change;

2. Desirable characteristics for a Vision

3. Elements of a Vision

4. Guidelines for developing a Vision

 HOW VISION INFLUENCE CHANGE

The vision provides hope for a better future

and the faith that it will be attained someday.
DESIRABLE CHARACTERICSTICS FOR
A VISION
A vision should be simple and idealistic, a picture
of a desirable future, not a complex plan with
quantitative objectives and detailed action steps.
The vision should appeal to the values, hopes, and
ideals of organization members and other
stakeholders whose support is needed. The vision
should emphasize distant ideological objectives
rather than immediate tangible benefits. The vision
should be challenging but realistic.
 ELEMENTS OF A VISION
Mission The mission statement usually describes the
statement purpose of the organization

https://www.coc
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cola.co.uk/abou apple-mission-
t-us/mission- statement-vision-
vision-and-values statement
 ELEMENTS OF A VISION
Mission The mission statement usually describes the purpose of
statement the organization

Value Value statement is a list of the key values or ideological

statement themes considered important for an organization.

Slogans are statements used to summarize and

Slogans
communicate values in simple terms

Strategic are tangible outcomes or results to be achieved,

objectives sometimes by a specific deadline

Project are defined in terms of the successful completion of a

complex activity
Objective
 GUIDELINES FOR DEVELOPING A
VISION
• Involve key stakeholders.
• Identify shared values and ideals.
• Identify strategic objectives with wide appeal.
• Identify relevant elements in the old ideology.
• Link the vision to core competencies and prior
achievements.
• Continually assess and refine the vision.
IMPLEMENTING
CHANGE
 Implementing Change
How the approach used to implement
change affects the success of the
effort
 What is changed
 When the change is implemented
 Who participates in the process
 How the change is implemented
Responsibility for Implementing
Major Change
The role of top management in
implementing change:
 To build an integrating vision and general
strategy
 To build a coalition of supporters who
endorse the strategy
 To guide and coordinate the process
 To encourage middle and lower-level
managers to transform their own units
The Pace and Sequencing of
Changes
Successful implementation of a major new
strategy usually requires
 To need changes in the organizational
structure to make it consistent with the
strategy
 To create an informal structure to support
the new strategy
 To postpone changes in the formal structure
until people realize that they are needed
Guidelines for implementing a
major change
Innovation and Organizational
Learning
 The environment of most organizations is
becoming increasingly dynamic and
competitive
 The people at every level who are oriented
toward learning and continuous
improvement
 Learning involves acquiring and using new
knowledge
 The new knowledge can be created
internally or acquired from outside the
organization
Internal Creation of New Knowledge

 Research and development of new

products and services
 Many important innovations are
developed informally by employees
apart from their regular job activities
 The development and approval of
innovations should have an systematic
process for reviewing and assessing new
ideas
External Acquisition of New
Knowledge
Imitating the best practices of others can
be a useful source of innovation
 New ideas and knowledge also be
acquired from a variety of outside
sources (“benchmarking” - Camp, 1989)
 Other sources include purchasing the
right to use specific knowledge from
another organization (consultants, joint
ventures …)
Knowledge Diffusion and
Application

 Some organizations are successful at

discovering knowledge, but fail to apply
it effectively
 Diffusing new knowledge is a special
purpose conference to facilitate sharing
of new knowledge and ideas
Ex: Seminars and workshops can be used to
teach people
INNOVATION &
ORG. LEARNING
 Learning Organizations
To describe organizations that learn rapidly
and use the knowledge to become more
effective
 The leaders develop and shared tools and
models for understanding how to achieve
the organization’s objectives
 People at all levels are empowered to deal
with problems and find better ways of doing
the work
 The formal appraisal and compensation
system provides equitable rewards for
knowledge creation, sharing, and
application
Guidelines for Increasing
Learning and Innovation