组织变化管理_（英文）

ManagingComplexChangeChallengesChangingtheshapeoforganizationChangesinthemissionor“reasontobe”ChangesinwaysofdoingbusinessChangesinownershipDownsizingChangesinthecultureoftheorganizationConditionsforeffectivemanagementofchangeavisionofwhattheinstitutionshouldlooklikeaclearsenseoftheorganization’sidentity(reasontobe)aclearsenseoftheorganization’sinterdependencywithitsoutsideenvironmentclearandreachablescenarios(notobjective,butdescriptionsoftheendstates)flexibleenoughorganizationalstructureeffectiveuseofadvancedtechnologyrewardsystemsthatequallyreflectorganizationprioritiesTheDemandSystemForcesintheEnvironmentHumanSystemsasQuasi-stationaryEquilibriumofMultipleForcesAhumansystemsuchasanindividual,agroup,oranorganizationisusuallycomposedofanumberofsub-systems.Allsystemsarealwayssubjectedtomultipleforcesbothfrominsideorfromoutside,theyarealwaysinsomestateofchange.Thetendencytowardequilibriumisachievedbyabalanceofforcespushingindifferentdirections.Sincethesystemalwaysmovefromonepointtoanewpoint,theequilibriumisonly“quasi-stationary”DynamicsofOrganizationOrganizationsassocialsystemssubsystemswiththeirownidentities,coordinatedeachotherOrganizationaspoliticalsystemspeopleatdifferentlevelhavedifferentpowerorganizationasinput-outputsystemtransformingneedsandrawmaterialsintoservicesandproductsChangeagent:Someonewhochangestheforcessufficientlytomovetheequilibriumtoanewpoint,evenifheorshehadnointentiontoproducechange.-Managers,employees-government,consultants,teachers,etc.Changetarget:SomeonewhoistobechangedStagesoftheChangeProcessAnychangeprocesscanbeconceptualizedasconsistingofthreestagesorphases,basedontheabovemodelofquasi-stationaryequilibrium--astageofunfreezing,astageofchanging,andastateofrefreezing.Nochangewilloccurunlessthesystemisunfrozen.Nochangewilllastunlessthesystemisrefrozen.Mostchangetheoriesfocusonlyonthemiddlestage,andfailtointroducechangeinthefirstplace,ormaintainthechangewhichhavebeenachieved.AModelofPlannedChangeUnfreezing:CreatingmotivationtochangeDisconfirmationGuilt/anxietyPsychologicalsafetyChanging:Creatingnewbeliefs,values,behaviorIdentification,imitationScanning,trialanderrorRefreezing:StabilizingthechangesIntegrationintopersonalityintegrationintokeyrelationshipsUnfreezing:CreatingmotivationtochangeThisisaccomplishedbychangingtheforcesactingonthesystemsuchthatthechangetargetbecomeawarethatthepresentresponsesnolongercreatethedesiredresults.Disconfirmation:thepresentsituationisdisconfirmedthroughtheappearanceofinformationthatgoalswillnotbemet,oridealswillnotbeachieved.badnewsofthecompany;problemsorshortcomingsrevealedbyconsultingfirm;providedbychangeagent,andsometimeitisalreadyknowntothetargetbutsuppressedordenied.SurvivalAnxiety:thechangetargetfeelsthathisorhercurrentpositionoridentitycannotbemaintainedunlesssomethingnewislearnedandimplemented.•arousedbydisconfirminginformation•threateningthatthechangetargetwillbeworseoffunlesssomethingischanged.LearningAnxiety:whichisanythingfromfearoftheunknown,fearoflossofidentity,fearoflossofgroupmembership,fearoftemporaryincompetencewhilelearningsomethingnew.PrimalforceofresistancetochangeDenialofthedisconfirminginformationDodgingbyrationalizingthatthedisconfirmationappliestoothersbutnotthechangetargetBargaining:trytoavoidthechangebyaskingforprovidingadditionalconditionthatthechangeagentcannotmeetit.:“OKI’llchangebutonlyifyougivemesomethingextraortakesomepainaway;”Survivalanxietyv.s.LearninganxietyChangewillonlyoccurifSurvivalAnxietyisgreaterthanLearningAnxiety.Increasingsurvivalanxietydoesnotreducetheresistanceforceofchange;Thesolutionistoreducelearninganxietybymakingitpsychologicalsafetochange.CreationofPsychologicalSafetyCreatetheconditionthatmakeitpossibleforthechangetargettoseeapaththatdoesnotinvolvelossofidentity,groupmembership,orsenseofcompetence.Abalanceofenoughdiscomfirmationwhicharouseanoptimallevelofsurvivalanxietyorguilt,withoutarousingsomuchlearninganxietyastocausedenialorsomeotherdefensemechanism.Whattheeffectivemanageractingasachangeagentmusttrytoconveysimultaneouslyis:Yourpresentbehaviororattitudeisunacceptable(discon-firmation);Itisviolatingsomeofourstandardsoriscausingustofailingettingthejobdone(inductionofguiltand/orsurvivalanxiety);But,Iwillhelpyoutochangeandmakeyoufeelsafewhileyoulearnanewbehaviororattitude(creationofpsychologicalsafety).Changing:Creatingnewbeliefs,values,behaviorChangingthroughcognitiveredefinitionpeoplemayknowsomethingwrongwiththewaytheyarethinking,buttheycannotconceiveofanyalternativewayofthinking.Considertwochangingorlearningmechanisms:•Scanningtheenvironmentuntilanewformulationisfound;•Findingarolemodelandlearninganewpointofviewthroughpsychological“identification”Refreezing:StabilizingthechangesPersonalintegration:newbehaviorsfitintoindividual’spersonalityorgroup’sculture.Relationalintegration:newbehaviorsfitintotheongoingrelationshipsandtheworkcontextofthepersonorgroupthathaschanged.AMapoftheChangeManagementProcessWhychange?DeterminingtheneedforchangeDetermining