Managing-Change-and-Innovation

ManagingChangeandInnovation2019/12/19郭志文2001Copyright2LearningObjectives(1)Describewhatchangevariablesarewithinamanager’scontrol.Identifyexternalandinternalforcesforchange.Explainhowmanagerscanserveaschangeagents.Contrastthe“calmwater”and“white-waterrapids”metaphorsforchange.Explainwhypeoplearelikelytoresistchange.2019/12/19郭志文2001Copyright3Learningobjective(2)Describetechniquesforreducingresistancetochange.IdentifywhatismeantbythetermorganizationdevelopmentandspecifyfourpopularODtechniques.Explainthecausesandsymptomsofstress.Differentiatebetweencreativityandinnovation.Explainhoworganizationscanstimulateinnovation.2019/12/19郭志文2001Copyright4TechnologyWorkProcessWorkmethodEquipmentWhatIsChange?PeopleAttitudesExpectationsPerceptionsBehaviorStructureAuthorityrelationshipsCoordinatingmechanismsJobredesignSpansofcontrol＋2019/12/19郭志文2001Copyright5ForcesforChange(1)ExternalForcesMarketplace(ex:Domino’sVS.PizzaHut)Governmentlaws&Regulations(ex:disability)Technology(ex:e-commerce)Economicchanges2019/12/19郭志文2001Copyright6ForcesforChange(2)InternalForcesStrategyChanges(ex:IBM)IntroducingNewEquipmentOrganizationworkforce(ex:Promotion)Compensation&benefitssystemsEmployeeattitudes2019/12/19郭志文2001Copyright7HowCanaManagerServeAsaChangeAgentChangeagent：Peoplewhoactascatalystsandassumetheresponsibilityformanagingachangeinaorganization.Non-managercanbethechangeagentAninternalspecialistOutsideconsultantsobjectiveperspectiveInadequateunderstanding:history,culture,personnel,operatingprocedures,executionresult.2019/12/19郭志文2001Copyright8ChangeProcessView(1)“calmwaters”MetaphorKurtLewin’sthree-stepchangeprocessUnfreezingStatusquo(1)ChangingRefreezingStatusquo(2)Drivingforces↑Restrainingforces↓Equilibriumstatus2019/12/19郭志文2001Copyright9ChangeProcessView(2)“white-waterrapids”MetaphorUncertain,dynamic,&competitiveworld.Today’smanager’snevergetoutofrapids.Stability&predictabilitydonotexist.Faceconstant&chaoticchange.Ifitisnotbroken,youjusthaven’tlookedhardenough.Fixitanyway.2019/12/19郭志文2001Copyright10PeopleResistChange?IndividualResistanceFearoflosingsomethingofvalueFearoftheunknownoruncertaintyBeliefthatchangeisnotgoodfortheorganization2019/12/19郭志文2001Copyright11ResistanceReduction(1)TechniqueWhenUsedAdvantageDisadvantageEducation&CommunicationWhenResistanceisduetomisinformationClearupmisunderstandingMaynotWorkwheremutualtrust&credibilityarelackingParticipationWhenresistershavetheexpertisetomakeacontributionIncreasesinvolvement&acceptanceTime-Consumption;haspotentialforapoorsolutionFacilitation&supportWhenresistersarefearfulandanxiety-riddenCanfacilitateneededadjustmentsExpensive;noguaranteeofsuccessResistanceReduction(2)TechniqueWhenUsedAdvantageDisadvantageNegotiationNecessarywhenresistancecomesfromapowerfulgroupCan“buy”commitmentPotentiallyhighcost;opensdoorforotherstoapplypressure,tooManipulation&cooptationWhenapowerfulgroup’sendorsementisneededInexpensive,easywaytogainsupportCanbackfire,causingchangeagenttolosecredibilityCoercionWhenapowerfulgroup’sendorsementisneededInexpensive,easywaytogainsupportMaybeillegal;mayunderminechangeagent’scredibility2019/12/19郭志文2001Copyright13OrganizationDevelopmentAnactivedesignedtofacilitatelong-termorganization-widechanges.Focusontheattitudes&valuesoforganizationalmembers--moreeffectiveinachievingtarget.Essentiallychangeanorganization’sculture.2019/12/19郭志文2001Copyright14ODTechniquesODTech.isanyorganizationalactivitythatassistswithimplementingplannedchange.Surveyfeedback–attitudeassessingProcessconsultation–outsideconsultantsTeambuilding–goalsettingroledutyInter-groupdevelopment-groupcohesive2019/12/19郭志文2001Copyright15Stress(1)Anindividualisconfrontedwithanopportunity,constraint,ordemandrelatedwhatdesired.Outcomeisperceivedtobebothuncertain&important.PositiveStress:situationoffersanopportunityforonetogainsomething.Negativestress:constraintsordemandsareplacedonus.2019/12/19郭志文2001Copyright16Stress(2)PotentialStressConstraintsanddemandsOutcomeUncertainty&importantActualStress＋※Constraintsarebarriersthatkeepusfromdoingwhatwedesired.Removethese,removestress!2019/12/19郭志文2001Copyright17StressorsPersonalPersonalityTypeFamilymattersFinancialproblemOrganizationalRoleambiguity,conflict,overloadTechnologicaladvancementsReengineering,downsizingRestructuring•TypeABehaviorChronicsenseofurgency,anexcessivecompetitivedrive,&difficultyinaccepting&enjoyingleisuretime.•TypeBBehaviorPeoplewhoarerelaxed&easygoingandacceptchangeeasily.2019/12/19郭志文2001Copyright18SymptomsofStressPhysiologicalMetabolismchangedHeart&breathrates↑Bloodpressure↑HeadachesHeartattacksrisk↑PsychologicalTensionanxiety↑Boredom↑procrastination↑Behavioral–Eatinghabitschanged–Smoking,Substanceconsumption–Rapidspeech,sleepdisorders2019/12/19郭志文2001Copyright19StressReduction※Somestressinorg.isnecessary.Withoutit,there’snoenergy.Employeesarematchingtotheirjob.Employeesknowwhatisexpectedofthem.Redesignjobs.Employeeassistanceprograms(EAPs)2019/12/19郭志文2001Copyright20CreativityUniquewa