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Next-Generation B-Education
- Change Oriented
- Global
- Diverse
- Socially responsible
- Customized
- Community focused
- Ethics based
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Types of Organization Change
- Transformational vs. Transactional
- Dramatic vs. Incremental
- Revolutionary vs. Evolutionary
- Strategic vs. Operational
- Episodic vs. Continuous
- Global vs. Local
- System-wide vs. Single unit
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Levels of Organization Change
- Individual
- Team
- Organization
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Change Drivers (External?)
- Globalization
- Technological Innovations
- Changing Nature of Workforce
- Changing Nature of Work Arrangements
- Competitive Pressures
- Changing Customer Expectations
- Mergers/Acquisitions
- Changing Products and Services
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Trends Reshaping Business
- Changing social attitudes & individual expectations
- Globalization
- Demographic Shifts
- New Technologies
- People-dependent business strategies
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Types of Interventions
- Human Process Interventions
- Technostructural Interventions
- Human Resource Management Interventions
- Strategic Interventions
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Potential Intervention Outcomes
- Organization adaptation
- Problem solving
- Individual/group development
- Organizational learning
- Organizational improvement
- System enhancement
- Organizational renewal
- Absenteeism going down
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Internal Change Drivers
- Leadership Change
- Vision/Mission/Goals
- Organization Structure/Work Setting
- Systems/Processes/Practices
- Organizational Culture (shared norms and values)
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Types of Change
- Alpha Organization Change
- Beta Organization Change
- Gamma Organization Change
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Change Models (Tools)
- Lewin (1947): Unfreezing | Moving | Refreezing
- Bechard & Harris (1977): Present State | Transition State | Future State
- Beer (1980): Dissatisfaction | Process | Model
- Kanter (1983): Departures from tradition & crisis | Strategic decisions & prime movers | Action vehicles & institutionalization
- Tichy & Devanna (1986): Awakening | Mobilizing | Reinforcing
- Nadler & Tushman (1989): Energizing | Envisioning | Enabling
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Diagnostic Techniques (Methods)
- Questionnaires/Surveys
- Interviews (most expensive)
- Group Discussions
- Drawings
- Collages
- Polling
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Diagnostic Dimensions
- Timing
- Confidentiality
- Administrative Participants
- Type of Technique/Methods (the very best is face-to-face)
- Nature & Size of Target Population
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Change Readiness
- Cognitive (mental) precursor to the behaviors of resistance to, or support for, a change effort
- Attitude and will toward change
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Influence (Leadership) Strategies to Increase Readiness
- Effective Change Leadership and Senior Executive Support
- Communication Planning (Oral / Written / Communicate a clear Change Message)
- External Information Management
- Training and Development (ADDIE/POP)
- Active Participation
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ADDIE
- Analysis
- Design
- Development
- Implementation
- Evaluation
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What is diagnosis?
Identifying the nature of organizational functioning (health, well-being)
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Why Change is Resisted
- Loss of control: Too much is done to people rather than with people
- Loss of face: Embarassment about the past
- Too much uncertainty: Information about next steps is unavailable
- Too many surprises: Decisions are sprung without preparation
- Confusion: Unclear translation of strategy into practice
- Competence concerns: Employees concern with their capabilities
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Why Change Initiatives Fail
- Lack of information/misinformation (having a clear message)
- Ineffective change leadership
- Perceived as a fad or quick fix
- Not linked to strategy
- Short-term perspective
- Lack of commitment
- Lack of training and development
- Historical/political realities
- Lack of measurable results and follow-up
- Fear of the unknown
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Factors Contributing to Effective Change Management
- Motivating Change
- Creating a Vision
- Developing Support
- Managing the Transition
- Action Planning
- Goal Setting
- Sustaining the Change
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Action Planning
- What needs to be done
- Who needs to do it
- By when
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Goal Setting
- Specific
- Measurable
- Attainable
- Realistic
- Time-Bound
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Management Empowerment Methods
- Expressing confidence in subordinates' accomplishments
- Fostering opportunities for subordinates to participate in decision making
- Providing autonomy from bureaucratic constraints
- Setting inspirational and meaningful goals
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Organization Culture
- Shared values, beliefs, and norms
- (The set of key values, assumptions, beliefs, understandings, and norms that are shared by members of an organization)
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Functions of Culture
- Integration
- Adaptation
- Identity
- Commitment
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Success Factors for OD Professionals and Change Consultants
- Stay motivated
- Appreciate where your client is at (Empathy | EQ/EI - Emotional Intelligence)
- Involve & develop the change recipients
- Light many fires (collaborate)
- Keep an optimistic bias (challenges seen as opportunities)
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What is the Purpose of Organizational Learning?
- Growth & Development
- Continuous Improvement
- Organizational Effectiveness
- Organizational Change & Transformation
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The Missing Synergy
- Shared Vision
- Change Mastery
- Team Learning
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Change Masters
The right people in the right place at the right time (Kanter)
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What an exemplary leader looks like
- Is a skilled speaker
- Has a strong interest in and understands people
- Is energetic
- Shows early in life that he or she will accomplish something
- Is willing to confront individuals in authority
- Is concerned with moral issues
- Often is competitive
- Enjoys a position of control
- Establishes relationships in ever-widening circles
- Travels outside her or his homeland
- Has completed the necessary apprenticeships
- Is attuned to issues on people's minds, particularly issues of identity
- Adjusts his or her story to accommodate changing circumstances while still adhering to basic principles and remaining an individual of conviction
- Attaches herself or himself to an institution or organization-or creates one
- Seeks opportunities for reflection
- Is more optimistic than pessimistic
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