Ckm Mod Five
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MOD-5
Model of organizational change
Force field analysis
Force field analysis is an influential development in the field of social science. It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces). The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science
Analysis tool used to identify forces that help or hinder a change or solution
Helps teams focus on change from the “current state” to the “desired state”
Highlights both weaknesses and strengths, pros and cons, barriers and opportunities
Determine if change is feasible/viable
Assist in the analysis of cause and effect
Assessment of the strength of opposing forces
Help analyze and prioritize solutions to problems or areas needing improvement
Force-field Model of Change Desire d state Restraining forces
Status quo
Driving forces
Time
Force Field Analysis Example
Video Check Out Process Improvement
Helping Forces (+) Loyal customers Computer affordable Software available Mgt. Wants to change
4
Hindering Forces (-) 3
3 2 3
Total: 12
Customers dissatisfied Manual activities No computer expertise Unfriendly employees Total: 16 Store layout Employees turnover 1
2
1
5 4
Implementation
8 steps for successful change “People will not make sacrifices, even if they are unhappy with the status quo, unless they think the potential benefits of change are attractive and unless they really believe that a transformation is possible.” The Heart of Change (John P. Kotter and Dan S. Cohen)
Increase urgency Build the guiding team Get the vision right Communicate for buy-in* Empower action Create short – term wins Don’t let up Make change stick * “70% of people’s problems need no other solution than understanding” “Resolving conflict”, McConnon
Force Field Analysis Example Video Check Out Process Improvement Helping Forces (+) Loyal customers Computer affordable Software available Mgt. Wants to change
4
Hindering Forces (-) 3
3 2 3
Total: 12
Customers dissatisfied Manual activities No computer expertise Unfriendly employees Total: 16 Store layout Employees turnover 1
2
1
5 4
Implementing Organizational Change Top-down Change
Change Agents
Bottom-up Change
Eight Steps to a Planned Organizational Change Establish a sense of urgency. Form a powerful coalition of supporters of change. Create a vision of change. Communicate the vision of change.
Empower others to act on the vision. Plan and create short-term wins. Consolidate improvements and produce still more change. Institutionalize new approaches.
Stages of Organizational Change and their Relationship to Implementation Organizational Change Phases
Implementation Phases
• Unfreezing
• Install
• Moving
• Activate
• Refreezing
• Institutionalize
(Adapted from: Lewin, K., Field Theory in Social Science, Harper & Row, New York, 1958.)
Action Research & Force Field Analysis • Action Research: A method for identifying the data associated with the degree of conflict or resistance in a business’s environment and then dealing with it in a real-time manner. • Force Field Analysis (Tool/Form): A tool used to identify an individual’s perceived positive and negative aspects about some current or pending organizational change.
Force Field Analysis Tool Blank Force Field Analysis Form Restraining Forces Driving Forces (Negative) (Positive)
Completed Force Field Analysis Form Restraining Forces (Negative)
Driving Forces (Positive)
learning curve
industry std.
total =
DOS programs
dept. std.
machine slow
better support
X inches
more memory
site license
etc...
new software
etc...
etc...
etc...
etc...
total = Y inches
Managerial options for implementing the change process are: Top –Down Approach. Laissez-Faire Approach. Collaborative Approach.
TOP-DOWN APPROACH
In this approach the solutions or decisions are arrived at by the people at the top. They are passed down the formal channels of communication & control in a unilateral manner. These changes focus on the tangibles.
Two assumptions under this approach The reasons for the existing behaviors in an organization (Low performance, high absenteeism, low productivity rate) Can be traced to single tangible factor. The overall system can be changed by changing these tangible causes of existing behaviors.
Thus if one changes the existing structures, systems, & procedures it leads to the basic change in the organization. The second assumption is that change is a coercion-compliance phenomenon i.e. the change process is approached with the basic assumption that some people initiate changes while others get changed.
Advantages
A top down strategy of change is effective provided the change initiator has considerable power (coercive, charismatic power) The advantage of this strategy is that change is quick and speedy. Last option for managers when other strategies don’t work. People do not like to be coerced.
LAISSEZ-FAIRE APPROACH
Assumptions Systems can change only when its members change. People are primarily rational beings who follow their rational self interests. They will change in a particular direction only when they realize that it is advantageous to change. Hence to bring about change we should provide enough information to make rational choices.
Consequences
It delegates much responsibility for defining and acting upon problems to the subordinates. The common forms of this approach that takes in the organizations are: Communication Meetings Work Shops. Conferences Training Programmes Decision Making Skills– Participants would be learning these skills, later would be using in concrete organisational situations.
COLLABORATIVE APPROACH
The approach that deals with the superiors and the subordinates. It involves sharing of the power b/w the superiors and subordinates in terms of jointly defining the problems and developing the solutions.
Assumptions
Organisational systems & structures, which need to be changed, are not mere mechanical procedures, or exhibits, in the organisational chart. Rather They are defined by the patterns of behaviors & practices which are rooted by the patterns of behaviors and practices, which are rooted in the socio-cultural norms, values, & attitudes of the people.
Role of a Superior.
To provide a broad perspective to guide the process and direction of change. He will highlight the problems which require the organization attention. Invites participation to solve problems.
MOD-5
Model of organizational change
Force field analysis
Force field analysis is an influential development in the field of social science. It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces). The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science
Analysis tool used to identify forces that help or hinder a change or solution
Helps teams focus on change from the “current state” to the “desired state”
Highlights both weaknesses and strengths, pros and cons, barriers and opportunities
Determine if change is feasible/viable
Assist in the analysis of cause and effect
Assessment of the strength of opposing forces
Help analyze and prioritize solutions to problems or areas needing improvement
Force-field Model of Change Desire d state Restraining forces
Status quo
Driving forces
Time
Force Field Analysis Example
Video Check Out Process Improvement
Helping Forces (+) Loyal customers Computer affordable Software available Mgt. Wants to change
4
Hindering Forces (-) 3
3 2 3
Total: 12
Customers dissatisfied Manual activities No computer expertise Unfriendly employees Total: 16 Store layout Employees turnover 1
2
1
5 4
Implementation
8 steps for successful change “People will not make sacrifices, even if they are unhappy with the status quo, unless they think the potential benefits of change are attractive and unless they really believe that a transformation is possible.” The Heart of Change (John P. Kotter and Dan S. Cohen)
Increase urgency Build the guiding team Get the vision right Communicate for buy-in* Empower action Create short – term wins Don’t let up Make change stick * “70% of people’s problems need no other solution than understanding” “Resolving conflict”, McConnon
Force Field Analysis Example Video Check Out Process Improvement Helping Forces (+) Loyal customers Computer affordable Software available Mgt. Wants to change
4
Hindering Forces (-) 3
3 2 3
Total: 12
Customers dissatisfied Manual activities No computer expertise Unfriendly employees Total: 16 Store layout Employees turnover 1
2
1
5 4
Implementing Organizational Change Top-down Change
Change Agents
Bottom-up Change
Eight Steps to a Planned Organizational Change Establish a sense of urgency. Form a powerful coalition of supporters of change. Create a vision of change. Communicate the vision of change.
Empower others to act on the vision. Plan and create short-term wins. Consolidate improvements and produce still more change. Institutionalize new approaches.
Stages of Organizational Change and their Relationship to Implementation Organizational Change Phases
Implementation Phases
• Unfreezing
• Install
• Moving
• Activate
• Refreezing
• Institutionalize
(Adapted from: Lewin, K., Field Theory in Social Science, Harper & Row, New York, 1958.)
Action Research & Force Field Analysis • Action Research: A method for identifying the data associated with the degree of conflict or resistance in a business’s environment and then dealing with it in a real-time manner. • Force Field Analysis (Tool/Form): A tool used to identify an individual’s perceived positive and negative aspects about some current or pending organizational change.
Force Field Analysis Tool Blank Force Field Analysis Form Restraining Forces Driving Forces (Negative) (Positive)
Completed Force Field Analysis Form Restraining Forces (Negative)
Driving Forces (Positive)
learning curve
industry std.
total =
DOS programs
dept. std.
machine slow
better support
X inches
more memory
site license
etc...
new software
etc...
etc...
etc...
etc...
total = Y inches
Managerial options for implementing the change process are: Top –Down Approach. Laissez-Faire Approach. Collaborative Approach.
TOP-DOWN APPROACH
In this approach the solutions or decisions are arrived at by the people at the top. They are passed down the formal channels of communication & control in a unilateral manner. These changes focus on the tangibles.
Two assumptions under this approach The reasons for the existing behaviors in an organization (Low performance, high absenteeism, low productivity rate) Can be traced to single tangible factor. The overall system can be changed by changing these tangible causes of existing behaviors.
Thus if one changes the existing structures, systems, & procedures it leads to the basic change in the organization. The second assumption is that change is a coercion-compliance phenomenon i.e. the change process is approached with the basic assumption that some people initiate changes while others get changed.
Advantages
A top down strategy of change is effective provided the change initiator has considerable power (coercive, charismatic power) The advantage of this strategy is that change is quick and speedy. Last option for managers when other strategies don’t work. People do not like to be coerced.
LAISSEZ-FAIRE APPROACH
Assumptions Systems can change only when its members change. People are primarily rational beings who follow their rational self interests. They will change in a particular direction only when they realize that it is advantageous to change. Hence to bring about change we should provide enough information to make rational choices.
Consequences
It delegates much responsibility for defining and acting upon problems to the subordinates. The common forms of this approach that takes in the organizations are: Communication Meetings Work Shops. Conferences Training Programmes Decision Making Skills– Participants would be learning these skills, later would be using in concrete organisational situations.
COLLABORATIVE APPROACH
The approach that deals with the superiors and the subordinates. It involves sharing of the power b/w the superiors and subordinates in terms of jointly defining the problems and developing the solutions.
Assumptions
Organisational systems & structures, which need to be changed, are not mere mechanical procedures, or exhibits, in the organisational chart. Rather They are defined by the patterns of behaviors & practices which are rooted by the patterns of behaviors and practices, which are rooted in the socio-cultural norms, values, & attitudes of the people.
Role of a Superior.
To provide a broad perspective to guide the process and direction of change. He will highlight the problems which require the organization attention. Invites participation to solve problems.
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