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Data Analysis and Optimization Techniques

The document discusses several models and approaches for organizational change including: 1. Lewin's Force Field Analysis Model which examines driving and restraining forces for change. 2. Reasons for employee resistance to change such as direct costs, fear of the unknown, and breaking routines. It also provides strategies for reducing resistance like communication and stress management. 3. Four main approaches to organizational change - action research, appreciative inquiry, large-group interventions, and parallel learning structures. Each approach engages employees differently in the change process.

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Nurul 'Ain
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18 views19 pages

Data Analysis and Optimization Techniques

The document discusses several models and approaches for organizational change including: 1. Lewin's Force Field Analysis Model which examines driving and restraining forces for change. 2. Reasons for employee resistance to change such as direct costs, fear of the unknown, and breaking routines. It also provides strategies for reducing resistance like communication and stress management. 3. Four main approaches to organizational change - action research, appreciative inquiry, large-group interventions, and parallel learning structures. Each approach engages employees differently in the change process.

Uploaded by

Nurul 'Ain
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

ORGANIZATIONAL CHANGE

NUR ELYANIE BTE MT TAIB NUR FADZILAH BTE AMIN MOHD KHAIDIR BIN MUHAMMAD TUNKU HAZIQ BIN TUNKU NURUL SYAFIQAH BINTI MOHD HISHAM

Lewin s Force Field Analysis Model


Restraining Force

Restraining Force

Driving Force

Restraining Force

Driving Force

Driving Force

Restraining force
Subtle resistance

Resistance to change

Overt resistance

RESISTANCE TO CHANGE
Why employee resist to change? Six most commonly reasons:-Direct cost -Saving Face -Fear of Unknown -Breaking Routines -Incongruent team dynamic -Incongruent organizational system

Forces For Change Direct cost

Description People tend to block actions that result in higher direct cost

Saving face Fear of unknown

Embarrassed with people who is better than us People resist change out of worry that they cannot adjust to the new work requirement

Breaking routines Incongruent systems Incongruent team dynamics

Hard to adapt new norm System must be in accordance with employee desire Teams develop and enforce conformity to a set of norms that guide the behaviours

CREATING AN URGENCY FOR CHANGE


Most difficult when organization is doing well For effectively change, must create sense of urgency By informing employees about competitors, changing consumer trend, government regulations and other forces Creating an urgency for change without external forces

Reducing Resistance to Change

STRESS MANAGEMNET
Communication, learning and employee involvement can reduce some stressor Introduce stress management practices to minimize Problem time consuming and expensive

NEGOTIATION
Involves the promises of benefit or resources in exchange Problem expansive and gain compliance, not commitment

COERCION
Persistently reminding people Replacing employee support the change Problem risky strategy

Refreezing the desired conditions


Realigning organizational systems and team dynamics with the desired changes
Alter rewards to reinforce new behaviours Feedback systems
Help employees learn how they are doing Provide support for the new behaviour patterns

Change Agent, Strategic Visions and Diffusing Change


Change Agent
transformational leadership transactional leadership

Strategic Vision
is a key element of leading change provides a sense of direction and establishes the critical success factors against which real changes are evaluated

Diffusing Change
People adopt ideas more readily when they have an opportunity to interact and learn from others who have already applied the new practices MARS Model
Motivation Ability Role perception Situational factors

Four Approaches to Organizational Change

Four Approaches to Organizational Change

Action Action Research Research Four Approaches Large-Group Interventions

Appreciation Appreciation Inquiry

Inquiry

Parallel Learning Structure

Action Research Approach

Form client Consultant relations

Diagnose Introduce Evaluate/ need for Intervention Stabilize change change

Disengage Consultant s services

Appreciative Inquiry Approach

1)Discovery
Discovering The best of What Is

2)Dreaming
Forming ideas About What Might Be

3)Designing
Engaging in dialogue about What Should Be

4)Delivering
Developing Objectives about What Will Be

Large-Group Interventions

Future search Open space Other interventions The Whole System

Large-Group Interventions Limitation 1) Limited opportunity to contribute. 2) Risk that a few people will dominate. 3) Focus on common ground. 4) Generates high expectations about ideal future.

Parallel Learning Structure Approach Highly participative social structures. All member in organization involve. Free from organization constraints. Develop solution for organization change.

END

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