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Change Management
Innovation to Change Management
| Term | Definition |
|---|---|
| Rogers and Shoemaker book, Communication of Innovations, presented adopter categories (stakeholders) and the | diffusion curve |
| Adopter groups | Per Rogers and Shoemaker, five adopter groups of innovation that generally fits the normal (diffusion) curve |
| Adopter group: Innovators | 2.5% , eager to try new ideas; cosmoplitan, willing to take risks, seek info on broad networks |
| Adopter group: Early adopters | 13.5%, high degree of opinion leadership, localized,look to innovators for advice/info;leaders, respected role models; adopting idea/practice + in initiating change |
| Adopter group: Early majority | 34%, not leaders, but backbone of organization; deliberate thinking in acceptance of idea, natural bridge between early and late adopters |
| Adopter group: Late majority | 34%, skeptical; social/financial pressure influences their adoption of innovation |
| Adopter group: Laggards | up to 16%, isolated, uninformed, distrust change/change agents; keep organization from changing too quickly (+) |
| In general, people who are more receptive to innovation are | better educated, more literate, higher socioeconomic status, more income, higher occupational prestige, greater social mobility; better socially networked; cosmopolitan, diverse interests, well integrated |
| Four innovator roles have been identified for | successful implementation of an innovation |
| Innovator role: Inventor (innovator) | develops new idea or practice in organization |
| Innovator role: Champion | Assists in overcoming barriers, believes in the innovation idea |
| Innovator role: Sponsor | high-level manager who approves, protects the idea; expedites testing/approval; removes barriers |
| Innovator role: Critic | crucial, sometimes overlooked role, essential to challenge the innovation, provide reality test for the new idea |
| Organization development (OD) | process in which organization reflects on its own processes and then revises them for improved performance |
| Widely accepted definition of OD | effort planned, organization-wide, managed from the top, to increase organization effectiveness and health through planned intervention in organization's processes, using behavioral-science knowledge |
| An OD Change Agent Function (Blake and Mouton, 1976): ACCEPTANCE FUNCTION | uses counseling skills to help manager sort emotions to gain more objective perspective of organization |
| An OD Change Agent Function (Blake and Mouton, 1976): CATALYTIC FUNCTION | helps collect and interpret data about the organization |
| An OD Change Agent Function (Blake and Mouton, 1976): CONFRONTATION FUNCTION | challenges the manager's thinking processes and assumptions |
| An OD Change Agent Function (Blake and Mouton, 1976): PRESCRIPTIVE FUNCTION | tells the manager what to do to correct a given situation |
| An OD Change Agent Function (Blake and Mouton, 1976): THEORY AND PRINCIPLE FUNCTION | helping the client system internalize alternate explanations of what is occurring in the organization |
| Advantage of Internal change agents includes | familiarity with organization; respected;strong interpersonal relationships to foster change; internal expertise, vested interest in outcome. |
| Disadvantage of internal change agents includes | potential for bias, blinders to some problems, duty overload/neglect due to change agent role, subjective |
| External change agent advantage | objective, fresh outside view, knowledge base for benchmarking, new skills and outlook, more observational |
| External change agent disadvantage | no history with client, potential for overly influenced by administration(hired them), cost |
| Lewin's Stages of Change identified the initial stage of | unfreezing the status quo; presenting discrepancies between status quo and desired goals |
| Unfreezing the status quo leads to | motivation to change the situation to make perceptions congruent -moving to the new desired state |
| After unfreezing the status quo and moving to new desired state, the final stage is | refreezing - the new behaviors become stable as the previous status quo was |
| Kubler-Ross Stages of Grief for terminally ill can have parallel comparison to changes in the healthcare system and can be helpful in working with people in | dramatic transition, including organizational change |
| Kubler-Ross Five Stages of Grief: #1 | Shock and denial |
| Kubler-Ross Five Stages of Grief: #2 | Anger |
| Kubler-Ross Five Stages of Grief: #3 | Bargaining |
| Kubler-Ross Five Stages of Grief: #4 | Depression |
| Kubler-Ross Five Stages of Grief: #5 | Acceptance |
| Resistance to change. "If you wish to understand something, try changing it" (Kurt Lewin) refers to the observation that | when one attempts to change a system, mechanisms that maintain it spring to its defense |
| First step in reducing resistance to change is to | understand its source |
| To confident change leaders, indications of resistance can be viewed as | useful information about what stakeholders need before the transition can continue. |
| Managers/leaders role is to facilitate change movement from stage to stage. Bridges' Stages of Transition begins with: | the recognition that the old way of doing things is ENDING (sense of loss and resulting grief, blame, shock, fear) |
| It is helpful in the ENDING transition phase for managers to | provide reasons for the ending, indicate what will not change, overcommunicate to ensure sufficient knowledge is assimilated; acknowledging loss is helpful |
| Second transition stage after ENDING is | the NEUTRAL ZONE - old system is gone, new system is not fully accepted with resulting anxiety, uncertainty, confusion. |
| Helpful measures during the NEUTRAL ZONE phase include | support, encouragement, reassurance, protection; employees need to know where they are/where they are going; give staff oppy to generate ideas to move forward |
| Third, last transition phase, is | NEW BEGINNINGS, people accept, orient, and engage. |
| Management capitalizes on third transition phase of NEW BEGINNINGS by | creating new goals to provide direction, reinvent/reintegrate worker relationships; support new beginning attitudes/behaviors - role-modeled in leaders; retraining, performance feedback, positive recognition |
| Reflection is the process of | examining one's experience |
| Reflective learning cycle stages | Doing, reflection, interpretation, application |
Created by:
Janas
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