This document discusses strategies for managing organizational change. It covers reasons why people resist change, psychological factors that influence how people cope with change, developing an appealing vision for change, implementing major changes, characteristics of learning organizations, and ways to increase learning and innovation. The key strategies proposed are developing a clear and compelling vision for change, assessing sources of potential resistance, communicating the need for and benefits of change, monitoring progress, and fostering a culture where learning and innovation are valued.

2. • Why do people resist change?
• Psychological Processes
• Developing an appealing vision
• Implementing major changes
• Characteristics of a learning
organization
• Increasing learning and
innovation

3. Attitudes and Roles

4. Attitude-Centered Approach

5. Role-Centered Approach
• Reorganizing the
workflow
• Redesigning jobs
• Modifying authority
relationships
• Changing the criteria
and procedures for
evaluation of work
• Changing the reward
system

6. TECHNOLOGY

7. Strategy
Introduction of new products or services
Entering new markets
Use of new forms of marketing
Forming alliances or joint ventures with
other organizations

8. People
Internal changes
Downsizing
Adjustments in compensation and incentives
Improving human capability
Encouraging commitment and creativity

9. Change
process
theories
Unfreezing
Changing
Refreezing
Lewin

10. “The reaction pattern”
Denial
Anger
Mourning
Adaptation

11. Reasons for resisting change
• The Change Is Not Necessary
• The Change Is Not Feasible
• The Change Is Not Cost
Effective
• The Change would cause
Personal Losses
• The Change Is Inconsistent
With Values
• Leaders are Not Trusted

12. Psychological Processes
• How do you cope with
change?
• Confidence
• Prior experience
• Risk tolerance
• Openness to new
experiences
• Internal locus of control
orientation

13. Develop an appealing vision
• A vision conveys an image of
what can be achieved, why it
is worthwhile, and how it
can be done
• Simple and idealistic, a
picture of a desirable future
• A vision should be
challenging but realistic
• Focused enough to guide
decisions and actions
• General enough to allow
initiative and creativity

14. Develop an appealing vision
• Involve key stakeholders
• Identify shared values and
ideals
• Identify strategic objectives
with wide appeal
• Identify relevant elements
in the old ideology
• Link the vision to core
competencies and prior
achievements
• Continually assess and refine
the vision

15. How to implement major
changes
• Create a sense of urgency about
the need for change
• Communicate a clear vision of the
benefits to be gained
• Identify likely supporters,
opponents, and reasons for
resistance
• Fill key positions with competent
change agents
• Use task forces to guide the
implementation of changes
• Prepare people for change by
explaining how it will affect them
• Monitor the progress of change
and make any necessary
adjustments
• Keep people informed about the
progress of change
• Demonstrate continued optimism
and commitment to the change

16. Characteristics of a Learning
Organization
• Organizations that learn
rapidly and use the
knowledge to become more
effective
• Values:
Learning
Innovation
Experimentation
Flexibility
Initiative

17. Increase Learning and
Innovation
Recruit talented, creative people and
empower them to be innovative
Encourage appreciation for flexibility
and innovation
Encourage and facilitate learning by
individuals and teams
Help people improve their mental
models
Evaluate new ideas with small
experiments
Leverage learning from surprises and
failures
Encourage and facilitate sharing of
knowledge and ideas
Preserve past learning and ensure
continued use of relevant knowledge
Set innovation goals
Reward entrepreneurial behavior