BA310-3-7%20Change%20Class - BA 310: Change Management 1...

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1 BA 310: Change Management
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2 Today´s Roadmap: Change Management Why is change management increasingly important? What different kinds of org’l change are there? Why is change management difficult, even for smart, experienced managers? What is Lewin’s Unfreeze-change-refreeze model? What is Kotter’s 8-step “pitfalls” model Why do people often resist change? How do you address such resistance?
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3 Organizational Change: Background Organizational change Intended changes in organizational design elements such as structures, technology, culture. Change is increasingly integral to management External forces for change : The “usual suspects”: regulatory change; globalization; technological change, etc. Internal forces for change : Poor performance, change in strategy, management, processes, and workforce. Change agents – people (often managers) who catalyze change and take responsibility for making change happen. (I prefer the term change leaders ).
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4 Types of Change: Decision vs. Behaviorally-driven Structure Technology (processes) Change in Behavior (or attitudes, expectations, perceptions) across the organization People More Complex Decision-driven change: change initiators can decide to change these Behaviorally-driven change: change initiators must influence others who decide to change: More Time- Consuming
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5 The Efficiency Expert (1992) Erroll Wallace (Anthony Hopkins) is a consultant called in to help Ball’s Moccasins, a sleepy Australian footwear manufacturer. Our first clip shows him recommending some changes; this is the first exposure the workers have to the changes other than when Hopkins was introduced by the company’s owner. We will see a second clip of the worker’s reactions, but lets try to anticipate: What type of changes are being proposed – decision-driven (structure and processes) or behavior-driven (people)? How successful will each change be?
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6 The Efficiency Expert Our second clip shows the worker’s reactions to Hopkin’s changes. Why did the workers react as they did? What could have made the changes more successful? Lets get some perspective & some tools
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7 Kotter’s perspective on change Big Picture: Some change efforts succeed, some fail. There is a distinct slant towards the negative Change takes time; rushing only creates illusion of progress Rare to see an effort without at least one major error Managers underestimate the difficulty of change: Underestimate Inertia : Difficulty of driving people out of comfort zones Underestimate Resistance : Degree of resistance that is likely to arise Underestimate Communication : How much communication it takes to get the vision across Underestimate Obstacles : How important it is to remove obstacles (people and policies) to change
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8 Understanding Change: Lewin’s Three-step model A classic
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This note was uploaded on 05/18/2011 for the course BADM 310 taught by Professor G. love during the Spring '08 term at University of Illinois at Urbana–Champaign.

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BA310-3-7%20Change%20Class - BA 310: Change Management 1...

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