session_12_12-6-10_

session_12_12-6-10_ - MGMT670 MGMT670 Session12...

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MGMT 670 MGMT 670 Session 12 Force Field Analysis Beckhard & Harrris Model of Change Resistance to Change
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Designing Change Review Designing Change Review Change is complex with a high failure rate Why change?  What drives change? External environment Performance issues Increase efficiency & effectiveness What is organizational change? Planned organizational changes to an organization’s design  components to improve performance Mission, vision, strategy, goals, structure, processes or  systems, technology, and people Types of change: Evolutionary Incremental & adaptive Revolutionary & strategic Greiner’s change model of organizational growth
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Nature of Managed Organizational  Nature of Managed Organizational  Change - Lewin’s View Change - Lewin’s View Unfreeze Change Refreeze
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Lewin’s Model Lewin’s Model Presumes a system of parts that best meets  organizational effectiveness and efficiency if  everything is in “balance”. Disruptions creates imbalance and opportunities for  change. Unfreeze: signal for change; imbalance; ready for  change Change: identify what needs to change and debate  if change is necessary Refreeze: After changes are designed and  implemented, everyone needs to adapt to the new  way of doing things.  The system now settles into a  new balance of relative stability….until another  problem emerges to create an imbalance.
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Some Criticisms of Lewin’s  Some Criticisms of Lewin’s  Model Model Too simplistic and linear Change is complex, interactive, and stressful Unfreezing is too simplistic when  considering how to change.   Assumes unfreezing will address all resistance to  change. Does not propose a vision of the future. Is refreezing a good thing? With greater need for continuous change,  refreezing may crate inertia for change.
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Beckhard & Harris’ Change  Beckhard & Harris’ Change  Management Process Management Process Begins with why change is needed Describe the present state Describe the future state Identify the gap (gap analysis  between present and future) becomes  the transition state. Manage the transition state.
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Beckhard and Harris Beckhard and Harris Present Transition Future   State State State                   GAP-------------- Diagnosis (why change, what to change, how to  change)
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Using Congruence Model for Planning  Using Congruence Model for Planning  and Managing Change and Managing Change Change characterized as passing through  three states (Berkhard & Harris): Current State ----->Transition State --- >Future State           
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session_12_12-6-10_ - MGMT670 MGMT670 Session12...

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