Week 8 Final
DatDude
Chapter8Powerpoint.pptxOrganization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
8
Managing Change
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Learning Objectives
Understand the five key elements of successful change management
Explore the processes of change associated with each element
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Overview of Change Activities
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Motivating Change (1)
Creating Readiness for Change
Sensitize the organization to pressures for change
Identify discrepancies between current and desired states
Convey credible positive expectations for the change
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Motivating Change (2)
Lowering Resistance to Change
Provide empathy and support
Communicate
Involve members in planning and decision making
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Constructing the Envisioned Future
What are the bold and valued outcomes?
Specific performance and human outcomes that the organization would like to achieve
Clear, tangible, targets for organization action
What is the desired future state?
Vivid detail of the what the organization should look like when outcomes have been achieved
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6
Organization Change as a Transition
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Developing Political Support
Assess Change Agent Power
Identify Key Stakeholders
Influence Stakeholders
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Sources of Power and Power Strategies for Change Agents
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Managing the Transition (1)
Activity Planning
What’s the “roadmap” for change?
Commitment Planning
Who’s support is needed, where do they stand, and how to influence their
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Managing the Transition (2)
Change-Management Structures
What’s the appropriate arrangement of people and power to drive the change?
Learning Processes
What knowledge and skills does the organization need to support the new behaviors?
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Accelerating the Learning Processes During Change
Design Learning Processes into the Transition
Support Learning with Continuous Dialogue and Conversations
Create a systems view of the organization
Create shared meaning with models, language and tools so members have a common way of viewing the change
Engage in “after-action reviews’
Decentralize implementation processes and decisions to the lowest levels possible - “local self-design”
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Sustaining Momentum (1)
Provide Resources for Change
Build a Support System for Change Agents
Develop New Competencies and Skills
Reinforce New Behaviors
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Sustaining Momentum (2)
Stay the Course – Change requires time
Anticipate that financial and organizational benefits may lag behind implementation
Organization members need time to practice, develop and learn new behaviors
Successful change requires persistent leadership during transitions
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
