組織變化管理_（英文）.ppt

1、Managing Complex Change,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,Conditions for effective management of change,a vision of what the institution s

2、hould look like a clear sense of the organizations identity(reason to be) a clear sense of the organizations interdependency with its outside environment clear and reachable scenarios (not objective, but descriptions of the end states) flexible enough organizational structure effective use of advanc

3、ed technology reward systems that equally reflect organization priorities,The Demand SystemForces 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. All

4、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. Since the system always move from one point to a new point, the equilibrium i

5、s only “quasi-stationary”,Dynamics of Organization,Organizations as social systems subsystems with their own identities, coordinated each other Organization as political systems people at different level have different power organization as input - output system transforming needs and raw materials

6、into services and products,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. - Managers, employees - government, consultants, teachers, etc. Change target: Someone who is to be changed,Stages of the

7、 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. No change will occur unless the system is unfrozen. No change will last

8、unless the system is refrozen. Most change theories focus only on the middle 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 Disconfirmation Guilt/anxiety Psychological safety

9、 Changing: Creating new beliefs, values, behavior Identification, imitation Scanning, trial and error Refreezing: Stabilizing the changes Integration into personality integration into key relationships,Unfreezing: Creating motivation to change,This is accomplished by changing the forces acting on th

10、e system such that the change target become aware that the present responses no longer create the desired results. Disconfirmation: the present situation is disconfirmed through the appearance of information that goals will not be met, or ideals will not be achieved. bad news of the company; problem

11、s or shortcomings revealed by consulting firm; provided by change agent, and sometime it is already known to the target but suppressed or denied.,Survival Anxiety: the change target feels that his or her current position or identity cannot be maintained unless something new is learned and implemente

12、d. 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

13、new. 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 Bargaining: try to avoid the change by asking for providing additional condition that the change agent cannot meet it.:“ OK

14、Ill change but only if you give me something extra or take some pain away;”,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; The solution is to reduce learni

15、ng 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. A balance of enough discomfirmation which arouse an

16、optimal level of survival anxiety or guilt, without arousing so much learning anxiety as to cause denial or some other defense mechanism.,What the effective manager acting as a change agent must try to convey simultaneously is: Your present behavior or attitude is unacceptable (discon-firmation); It

17、 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).,Changing: Creating new beliefs, valu

18、es, behavior,Changing through cognitive redefinition people may know something wrong with the way they are thinking, but they cannot conceive of any alternative way of thinking. Consider two changing or learning mechanisms: Scanning the environment until a new formulation is found; Finding a role mo

19、del and learning a new point of view through psychological “identification”,Refreezing: Stabilizing the changes,Personal integration: new behaviors fit into individuals personality or groups culture. Relational integration:new behaviors fit into the ongoing relationships and the work context of the

20、person or group that has changed.,A Map of the Change Management Process,Why change? Determining the need for change Determining the degree of choice about whether to change,Defining the desired future stage,Describing the present stage,Getting from here to there: Assessing the present in terms of t

21、he future to determining the work to be done,Managing during the transition stage,?,Why Change? Too many change processes are begun without a clear logic or goals that make sense. Once a change goal has been precisely defined, five sets of questions need to be addressed: What is the change agents mo

22、tivation? Whose interests will be served by the proposed change? Is there a real need for change? Whose needs are really the critical driving forces toward change? How realistic and feasible is the change? Where is the energy for change? How unfrozen is the system?,What is the Ideal Stage to be Achi

23、eved Develop a clear picture of the ideal state. Developing a concrete vision of the ideal state is essential in order to test the feasibility of change. Defining the Present Stage of the System Define the present state of the system precisely This is often to be more difficult than anticipated beca

24、use we assume that we know what is currently going on when, in fact, we do not. In order to find out present stage and to figure out how much of a change will be required to get to that future state, the change agent must make some diagnostic interventions.,Diagnostic intervention Diagnostic interve

25、ntion should focus on “inquiry” interviewing members of the target system finding out what is really going on making suggestion, discussing possible solutions putting pressure on the target This process is itself already an intervention and should be conducted in such a way that the change goal are

26、enhanced. Diagnostic interventions are the best way to get members of the target system involved in the change program.,Diagnostic Tools: Force-Field Analysis,The essence of this diagnostic technique is to analyze the quasi-stationary equilibrium of the present state, determine which forces are the

27、driving forces and which the restraining forces, Force field analysis is designed not only to highlight the dynamics of the system but also to force the change anent to think through all of forces that may be acting on the system.,Categories of Forces Technological Economic Political Socio-cultural

28、Organizational Policy Structure Group Interpersonal Individual/Personal,Driving Forces Computer salesmen Ease of use Tech. and econ. Needs Training of younger manager Technology infrastructure Newly developed technologies Expectation of being “starter” Status of having own system Senior management p

29、ressure Maintaining competitive advantage Abundance of information IS group pushing from the middle Ability to get faster access to info. Need for peer common language Desire for more power and control Decisions become visible,Resisting Forces Time to learn how to do it Inrelevant to management prob

30、lems Loss of dialogue with staff Limitation of what system can do Sub-culture of systems group Information quality may be lower Executive resistance Executive job will change Decision process becomes explicit Decisions becomes visible Loss of status to do it inability to calibrate reactions on-line

31、lack of skill in using systems Systems is not flexible DSS deal with only part of a job Confusion about what the IT innovation is Increases workload,Force field analysis allows the change planner to focus more precisely on what exactly they are trying to do, determine how many forces are acting on t

32、he system and which of them are especially strong and therefore have to be dealt with first, think more clearly about where and how to begin,Taking Action Based on FFA,Add driving forces easier to manipulate - they are often under the control of the management, equivalent to increasing the Survival

33、Anxiety and may increase various forms of resistance to change, Remove restraining forces harder to manipulate - not controlled by the management equivalent to reducing the Learning Anxiety and may making change easier and less threatening.,Open Systems Planning,A force field analysis reveals on asp

34、ect of the complexity of the system,but it does not reveal some of the important connection between the parts of the system that may be supporting some of the key forces. Therefore, in addition to the FFA one should do some system mapping and role network analysis Open system planning is a diagnosti

35、c tool which purpose is to reveal the connections that exist between the target group or social system and its environments, in order to assess what role those connection play either as driving or restraining forces.,Seven-phase of open system planning,1.Determine the “core mission” of the organizat

36、ion. 2.Map the demand system. 3.Map the current response system. 4.Project the probable demand system, given no change in organization impact. 5.Identify the desired stage. 6.List activities necessary to achieve the desired stage. 7.Define cost-effective options.,Open Systems Planning,Demanding syst

37、em: all those stakeholders both inside and outside the organization who make some kinds of demands on the organization. Response system: all those in the organization who are supposed to respond to these demands and their method of response. This kind of analysis is usually done by a group familiar

38、with the situation of the target system visually drawing on a chart,Open Systems Planning,The picture of the demand system may allow us to sketch the future picture of the system to analysis what do we want to respond to how to create the right response systems The mapping process reveals where conn

39、ections need to weakened and strengthened, and where new change targets have to be dealt with if the overall change project is to work.,Role Mapping,Role mapping can be viewed as an extension and refinement of open systems planning it focuses more precisely on a specific change target, a group or ma

40、nager. Defines what are for that person or group the relevant “role senders” . For each sender some effort is made to identify what that sender expects, and the total set of expectation is then examined for evidence of three kinds of problems,Role Mapping,Three role problems: Role overload: the sum

41、total of what is expected of the target exceeds what the target could ever do. Role ambiguity: some role senders are not clear or send mixed signals, so that the target is not sure what is expected from those senders. Role conflict: some of the expectation are in direct conflict with each other, req

42、uiring the target to decide whose expectations will be responded to.,Role Mapping,Once the role network and its characteristics are identified, one can examine it for evidence of where there might be unusual sources of resistance to change ( i.e. some powerful role sender who expects something total

43、ly different from what the change agent would like the target to do) where there might already be some energy for change ( i.e. where some role sender already want the target person or group to move in the same direction as the change agent does, or where others have already unfrozen the target ) .,Selecting First Change Steps,In selecting what to do with whom, it is important to remember that any initial step that the change agent takes is an opportunity to begin