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Chapter 3
MANAGING CHANGE
| Term | Definition |
|---|---|
| Benchmark | A metric used to compare organizational performance to industry standards |
| Change Agent | An individual appointed to lead the change and inspire employees. The agent is often a manager but may be an independently chosen leader from within or outside the organization. |
| Change Plan | A detailed guide or roadmap for how a change will be implemented that addresses the who, what, when, where, and how of the change and appoints a change agent |
| Creativity | The ability to see or do something in a new way |
| Force Field Analysis | A framework for looking at the forces of change that help and hinder the transition to a desired future state |
| Innovation | The value added to creativity that makes a product/service/idea desirable to business, government, or society |
| Kotter Model | An 8-step change management model that stresses the urgency of a transoformational change and focuses on preparing for and accepting change, rather than the actual change itself |
| Kurt Lewin Model | A simple and practical model of change management that views change in three stages: unfreeze, change, and refreeze |
| Learning Organization | A company that encourages creativity and innovation by acquiring knowledge and modifying employee behavior to use that knowledge |
| Managing Change | The apporach taken to transition employees to a desirable state in a way that minimizes employee resistance and costs while maximizing effectiveness |
| McKinsey Model | A change management model based on the theory that for an organization to perform well, seven interdependent elements need to be aligned and mutually reinforcing |
| Organizational Alignment | Relates to the degree to which the components of a company are arranged to optimally support the intent, objectives and goals of the organization |
| Organizational Change | The alteration/modification/adaptation of an organization's structure, systems, or processes in response to an internal or external force |
| Planned Change Process | A logical sequence of steps that sets out a plan to implement a change and maximize its success |
| Transitional Change | Revision to an existing process or implementation of a new process to increase efficiency |
| Developmental Change | Gradual, incremental, and narrowly focused with intent to improve/adapt/adjust business procedures to change in environment |
| Transformational Change | Large-scale change that reshapes a business' strategy and processes and revises fundamental elements |
Created by:
aferrari11
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