[조직행동론] Change in organization

조직행동론 Organizational Behavior

Chapter. Change

• change
  • species must change or they will die
    • dinosaur: some have failed to change and have died
    • person: some have changed and have thrived
    • organization, too, must change or die !
  1.  

<Reactions to change>

• leaving: 회사를 떠남
• active resistance : 변화에 저항하겠다고 화를 내며 크게 이야기하는 여자, 다른 사람도 변화에 함께 반대하도록 끌어들임
• opposition : 변화가 너무 빠른 것 같다고 슬로우 다운하겠다고 말로 조곤조곤 이야기하는 남자, 저항의 레벨이 위에꺼보다는 낮지만, opposition이 더 위험함
• acquiescence : 대다수의 사람들이 이렇게 행동함,, 이유는 feeling powerless or 사회적인 압력 등
• acceptance / modification : 좋은 아이디어에요 하지만, 이 부분은 바꾸면 더 좋을듯 해요라고 함, 중간 단계 매니저의 입장에서는 좋지는 않음
• acceptance : 변화에 대해 긍정적
• active support : 강력한 지지

<causes of reaction>

• personal characteristics
• gain/loss 
• understanding
• agreement
• trust : rely on parents, friends…

<Techniques for Developing Support and Reducing Resistance>

• education & communication
  • Information on the change
  • When the change will be introduced
  • How the change will be introduced
  • Why the change is necessary
  • Logic behind the change
  • Objectives that the change is expected to accomplish
  • ⇒ strategy issue : when/how to do education & communication
• participation & involvement
  • Help define need
  • Help define objectives
  • Help define change
  • Help define change process
  • Help lead change process
  • participate in trials
  • ⇒ strategy issue : when/how to do participation & involvement
• facilitative support
  • Time
  • skill training
  • Funding
  • Consultation
  • Hardware
  • Software
  • Infrastructure
  • other
  • ⇒ strategy issue : when/how to do facilitative support
• emotional support
  • Information on common reactions
  • Reasonable goals
  • Expectation of and support for anxiety
  • Understanding
  • Formal programs (e.g., EAPs)
  • ⇒ strategy issue : when/how to do emotional support
• incentive and rewards
  • Responsibility
  • Growth opportunity
  • Challenge
  • Visibility
  • Intrinsic rewards
  • Financial rewards
  • Recognition
  • Promotion
  • ⇒ strategy issue : when/how to do incentives & rewards
• manipulation (좋지 않은 방식) 
  • manipulation of information provided to make change look promising
  • False promises of support
  • Incentives that become bribes 
  • Figurehead roles to co-opt resistance
  • ⇒ strategy issue : when/how to do manipulation & co-optation
• coercion (좋지 않은 방식)
  • Support change or lose pay opportunities
  • Support change or lose job
  • Support change or not get promoted
  • Support change or be embarrassed
  • ⇒ strategy issue : when/how to do coercion

<Reaction>

• change attitudes
  • Cognitive : higher score → a person believes change produces positive effects for individual coworkers and organization (change produces higher effect)
  • affective : higher score → a person looks forward to change and enjoy it (다른게 높아도 이게 낮으면 may not be happy)
  • Behavioral Tendency : higher score → a person tends to initiate and/or support change

<personality & change>

1. tolerance for ambiguity
2. higher score → better able person is comfortable with uncertainty
3. Dogmatism(dogmatism 에만 집중을 하면 : core idea of change fits with dogmatic mindset → strong support, if not → strong resistance)
4. higher score → more rigid a person's belief system (for example, they like to know the rules and follow them and apply old solutions to new problems)
5. authoritarianism
6. higher score → stronger person’s belief (1) power and status should be clearly defined and respected,(2) there should be a formal organizational hierarchy of authority
7. Internal Locus of Control(내가 힘을 행사햇을 때 바뀔 수 있다고 생각이들면 행동을 적극적으로 하게 됨)
8. higher score → more a person believes that his or her abilities and efforts influence successes and failures (internal cause)
9. external locus of control(people in the middle, i dont have much influence that something happen to me)
10. higher score → more a person believes that other people, circumstances, or luck influence his or her successes and failures

<the process of change in the change manager perspective>

1. change identification
   • recognize need for change → identify nature of change clear understanding about why and what this change is needed
2. implementation planning
   • situational diagnosis → general strategy selection → support techniques selection necessity and nature of changes → we carefully assess our in&external situation
3. implement change
   • unfreezing → changing → refreezing kurt lewin : unfreezing the status quo, movement to a desired end state, and refreezing new change to make it permanent unfreezing 
4. evaluate change
   • data collection → data evaluation
5. feedback

<the process of change in the change manager perspective>