组织变化管理_(英文)
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stage, and fail to introduce change in the first place, or maintain the change which have been achieved.
A Model of Planned Change
Unfreezing: Creating motivation to change
Organization as political systems people at different level have different power
organization as input - output system transforming needs and raw materials into services and products
Conditions for effective management of change
a vision of what the institution should look like a clear sense of the organization’s
identity(reason to be) a clear sense of the organization’s
No change will occur unless the system is unfrozen.
No change will last unless the system is refrozen. Most change theories focus only on the middle
interdependency with its outside environment clear and reachable scenarios (not objective, but
descriptions of the end states) flexiபைடு நூலகம்le enough organizational structure effective use of advanced technology reward systems that equally reflect organization
▪ Bargaining: try to avoid the change by asking for providing additional condition that the change agent cannot meet it.:“ OK I’ll change but only if you give me something extra or take some pain away;”
组织变化管理_（英文）
2021年7月21日星期三
Challenges
Changing the shape of organization Changes in the mission or “reason to be” Changes in ways of doing business Changes in ownership Downsizing Changes in the culture of the organization
Since the system always move from one point to a new point, the equilibrium is only “quasistationary”
Dynamics of Organization
Organizations as social systems subsystems with their own identities, coordinated each other
Integration into personality integration into key relationships
Unfreezing: Creating motivation to change
This is accomplished by changing the forces acting on the system such that the change target become aware that the present responses no longer create the desired results.
Disconfirmation Guilt/anxiety Psychological safety
Changing: Creating new beliefs, values, behavior
Identification, imitation Scanning, trial and error
Refreezing: Stabilizing the changes
• aroused by disconfirming information
• threatening that the change target will be worse off unless something is changed.
Learning Anxiety: which is anything from fear of the unknown, fear of loss of identity, fear of loss of group membership, fear of temporary incompetence while learning something new.
Change agent: Someone who changes the forces sufficiently to move the equilibrium to a new point, even if he or she had no intention to produce change.
All systems are always subjected to multiple forces both from inside or from outside, they are always in some state of change.
The tendency toward equilibrium is achieved by a balance of forces pushing in different directions.
▪ The solution is to reduce learning anxiety by making it psychological safe to change.
Creation of Psychological Safety
Create the condition that make it possible for the change target to see a path that does not involve loss of identity, group membership, or sense of competence.
▪ bad news of the company;
▪ problems or shortcomings revealed by consulting firm;
▪ provided by change agent, and sometime it is
▪ Survival Anxiety: the change target feels that his or her current position or identity cannot be maintained unless something new is learned and implemented.
What the effective manager acting as a change agent must try to convey simultaneously is:
▪ Your present behavior or attitude is unacceptable (discon-firmation);
Disconfirmation: the present situation is disconfirmed through the appearance of information that goals will not be met, or ideals will not be achieved.
Primal force of resistance to change
▪ Denial of the disconfirming information
▪ Dodging by rationalizing that the disconfirmation applies to others but not the change target
- Managers, employees
- government, consultants, teachers, etc.
Change target: Someone who is to be changed
Stages of the Change Process
Any change process can be conceptualized as consisting of three stages or phases, based on the above model of quasi-stationary equilibrium - a stage of unfreezing, a stage of changing, and a state of refreezing.
▪ It is violating some of our standards or is causing us to fail in getting the job done (induction of guilt and/or survival anxiety);
▪ But, I will help you to change and make you feel safe while you learn a new behavior or attitude (creation of psychological safety).
Survival anxiety v.s. Learning anxiety
Change will only occur if Survival Anxiety is greater than Learning Anxiety.
▪ Increasing survival anxiety does not reduce the resistance force of change;
A balance of enough discomfirmation which arouse an optimal level of survival anxiety or guilt, without arousing so much learning anxiety as to cause denial or some other defense mechanism.
priorities
The Demand System Forces in the Environment
Human Systems as Quasi-stationary Equilibrium of Multiple Forces
A human system such as an individual, a group, or an organization is usually composed of a number of sub-systems.
A Model of Planned Change
Unfreezing: Creating motivation to change
Organization as political systems people at different level have different power
organization as input - output system transforming needs and raw materials into services and products
Conditions for effective management of change
a vision of what the institution should look like a clear sense of the organization’s
identity(reason to be) a clear sense of the organization’s
No change will occur unless the system is unfrozen.
No change will last unless the system is refrozen. Most change theories focus only on the middle
interdependency with its outside environment clear and reachable scenarios (not objective, but
descriptions of the end states) flexiபைடு நூலகம்le enough organizational structure effective use of advanced technology reward systems that equally reflect organization
▪ Bargaining: try to avoid the change by asking for providing additional condition that the change agent cannot meet it.:“ OK I’ll change but only if you give me something extra or take some pain away;”
组织变化管理_（英文）
2021年7月21日星期三
Challenges
Changing the shape of organization Changes in the mission or “reason to be” Changes in ways of doing business Changes in ownership Downsizing Changes in the culture of the organization
Since the system always move from one point to a new point, the equilibrium is only “quasistationary”
Dynamics of Organization
Organizations as social systems subsystems with their own identities, coordinated each other
Integration into personality integration into key relationships
Unfreezing: Creating motivation to change
This is accomplished by changing the forces acting on the system such that the change target become aware that the present responses no longer create the desired results.
Disconfirmation Guilt/anxiety Psychological safety
Changing: Creating new beliefs, values, behavior
Identification, imitation Scanning, trial and error
Refreezing: Stabilizing the changes
• aroused by disconfirming information
• threatening that the change target will be worse off unless something is changed.
Learning Anxiety: which is anything from fear of the unknown, fear of loss of identity, fear of loss of group membership, fear of temporary incompetence while learning something new.
Change agent: Someone who changes the forces sufficiently to move the equilibrium to a new point, even if he or she had no intention to produce change.
All systems are always subjected to multiple forces both from inside or from outside, they are always in some state of change.
The tendency toward equilibrium is achieved by a balance of forces pushing in different directions.
▪ The solution is to reduce learning anxiety by making it psychological safe to change.
Creation of Psychological Safety
Create the condition that make it possible for the change target to see a path that does not involve loss of identity, group membership, or sense of competence.
▪ bad news of the company;
▪ problems or shortcomings revealed by consulting firm;
▪ provided by change agent, and sometime it is
▪ Survival Anxiety: the change target feels that his or her current position or identity cannot be maintained unless something new is learned and implemented.
What the effective manager acting as a change agent must try to convey simultaneously is:
▪ Your present behavior or attitude is unacceptable (discon-firmation);
Disconfirmation: the present situation is disconfirmed through the appearance of information that goals will not be met, or ideals will not be achieved.
Primal force of resistance to change
▪ Denial of the disconfirming information
▪ Dodging by rationalizing that the disconfirmation applies to others but not the change target
- Managers, employees
- government, consultants, teachers, etc.
Change target: Someone who is to be changed
Stages of the Change Process
Any change process can be conceptualized as consisting of three stages or phases, based on the above model of quasi-stationary equilibrium - a stage of unfreezing, a stage of changing, and a state of refreezing.
▪ It is violating some of our standards or is causing us to fail in getting the job done (induction of guilt and/or survival anxiety);
▪ But, I will help you to change and make you feel safe while you learn a new behavior or attitude (creation of psychological safety).
Survival anxiety v.s. Learning anxiety
Change will only occur if Survival Anxiety is greater than Learning Anxiety.
▪ Increasing survival anxiety does not reduce the resistance force of change;
A balance of enough discomfirmation which arouse an optimal level of survival anxiety or guilt, without arousing so much learning anxiety as to cause denial or some other defense mechanism.
priorities
The Demand System Forces in the Environment
Human Systems as Quasi-stationary Equilibrium of Multiple Forces
A human system such as an individual, a group, or an organization is usually composed of a number of sub-systems.