IO LESSON 2

• Change


  Modifying forces acting to keep things stable
• Behavioral situation


  • Characterized by forces operating to maintain stability or equilibrium and by forces pushing for change
• Intervention


  The program or initiative suggested or implemented by the change agent
• Evolutionary change


  Continual process of upgrading or improving processes
• Revolutionary change


  Drastic changes
• Change agent


  Initiates the change, usually external to the organization, people who enjoy change and often make changes just for the sake of it
• Client


  Recipient of the change effort
• Change resistant


  Individuals who prefer to keep things the way they are
• Change analysts


  Not afraid to change or make changes but want to make changes only if the changes will improve the organization
• Receptive changers


  People who probably will not instigate change but are willing to change
• Reluctant changers


  Not instigate or welcome change, but they will change if necessary
• Change process

  1. Unfreezing

  2. Moving

  3. Refreezing
• Unfreezing


  Forces that maintain the status quo are broken down, and the system is opened up for change
• Moving


  Real organization change begins to happen
• Refreezing


  Changes become stabilized, and the organization reaches a new level of equilibrium
• Action research model


  • Addresses social problems from both methodological and social perspective
  • Involves cynical nature, initial research about the organization, and results from the research could be the guide for further activities
  • Involves sensemaking: what employees do to gain a better understanding of their workplace
• Perrow's model


  • Examines information technology, which refers to all aspects of jobs
  • The structure of the organization adjusts to the technology
  • Examines the relationship between various units of the organization
• Kotter's change model


  • Proposed an eight-stage model that essentially broke down Lewin's 3 steps into subcomponents based on common mistakes he saw organizations make when trying to change
• Adam Smith's invisible hand theory


  Individuals are driven by self-interest and rationality will make decisions that lead to positive benefits for the whole economy
• Rational choice theory


  Individuals use rational calculations to make rational choices and achieve outcomes that are aligned with their own personal objectives
• Peter and Waterman's well-managed model


  • Aims at formulating a descriptive model of choice which focuses on the expressive character of decision making in the organization
  • Based on empirical perception of how successful organizations are being run
• Vroom-Yetton model


  • Provides a flowchart that can tell a leader process to go through when deciding
• Kotter's 8-stage change model

  1. Increase urgency

  2. Build guiding team

  3. Develop the vision

  4. Communicate the vision

  5. Empower action, remove obstacles

  6. Create short-term wins

  7. Build on wins

  8. Embed changes into culture