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Managing Change and Innovation

The document discusses managing change and innovation in organizations. It covers forces for change, planned change, resistance to change, and models for managing change including Lewin's three-step model and Kotter's eight-step plan. It also discusses creating an organizational culture for innovation.

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Maheen Baluch
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50 views10 pages

Managing Change and Innovation

The document discusses managing change and innovation in organizations. It covers forces for change, planned change, resistance to change, and models for managing change including Lewin's three-step model and Kotter's eight-step plan. It also discusses creating an organizational culture for innovation.

Uploaded by

Maheen Baluch
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Managing Change and

Innovation
Forces for Change

• Nature of the Workforce


– Greater diversity
• Technology
– Faster, cheaper, more mobile
• Competition
– Global marketplace
• Social Trends
Planned Change
• Change
– Making things different
• Planned Change
– Activities that are proactive and purposeful: an intentional, goal-
oriented activity
– Goals of planned change
• Improving the ability of the organization to adapt to changes in its
environment
• Changing employee behavior
• Change Agents
– Persons who act as catalysts and assume the responsibility for
managing change activities
Resistance to Change
Resistance to change appears to be a natural and
positive state
Forms of Resistance to Change:
– Overt and Immediate
• Voicing complaints, engaging in job actions
– Implicit and Deferred
• Loss of employee loyalty and motivation, increased errors or
mistakes, increased absenteeism
• Deferred resistance clouds the link between source and reaction
Tactics for Overcoming Resistance to
Change

• Education and Communication


– Show those effected the logic behind the change
• Participation
– Participation in the decision process lessens resistance
• Building Support and Commitment
– Counseling, therapy, or new-skills training
• Implementing Change Fairly
– Be consistent and procedurally fair
• Manipulation and Cooptation
– “Spinning” the message to gain cooperation
• Selecting people who accept change
– Hire people who enjoy change in the first place
Lewin’s Three-Step Change Model
• Unfreezing
– Change efforts to overcome the pressures of
both individual resistance and group conformity
• Refreezing
– Stabilizing a change intervention by balancing
driving and restraining forces

Unfreezing Movement Refreezing


Lewin: Unfreezing the Status Quo

• Driving Forces
– Forces that direct behavior away from the status
quo
• Restraining Forces
– Forces that hinder movement from the existing
equilibrium
Kotter’s Eight-Step Plan

• Builds from Lewin’s Model

• To implement change:
1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
8. Reinforce the changes
Creating a Culture for Change: Innovation

1. Stimulating a Culture of Innovation


– Innovation: a new idea applied to initiating or improving a
product, process, or service

– Sources of Innovation:
• Structural variables: organic structures
• Long-tenured management
• Inter-unit communication

– Idea Champions: Individuals who actively promote the


innovation
Summary and Managerial Implications

• Organizations and the individuals within them must


undergo dynamic change
• Managers are change agents and modifiers of
organizational culture
• Stress can be good or bad for employees
• Despite possible improvements in job performance
caused by stress, such improvements come at the
cost of increased job dissatisfaction

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