组织变化管理(英文)课件

组织变化管理(英文)2023/7/16组织变化管理(英文)ChallengesChangingtheshapeoforganizationChangesinthemissionor“reasontobe”ChangesinwaysofdoingbusinessChangesinownershipDownsizingChangesinthecultureoftheorganization组织变化管理(英文)Conditionsforeffectivemanagementofchangeavisionofwhattheinstitutionshouldlooklikeaclearsenseoftheorganization’sidentity(reasontobe)aclearsenseoftheorganization’sinterdependencywithitsoutsideenvironmentclearandreachablescenarios(notobjective,butdescriptionsoftheendstates)flexibleenoughorganizationalstructureeffectiveuseofadvancedtechnologyrewardsystemsthatequallyreflectorganizationpriorities组织变化管理(英文)TheDemandSystem

ForcesintheEnvironment组织变化管理(英文)HumanSystemsasQuasi-stationaryEquilibriumofMultipleForcesAhumansystemsuchasanindividual,agroup,oranorganizationisusuallycomposedofanumberofsub-systems.Allsystemsarealwayssubjectedtomultipleforcesbothfrominsideorfromoutside,theyarealwaysinsomestateofchange.Thetendencytowardequilibriumisachievedbyabalanceofforcespushingindifferentdirections.Sincethesystemalwaysmovefromonepointtoanewpoint,theequilibriumisonly“quasi-stationary”组织变化管理(英文)DynamicsofOrganizationOrganizationsassocialsystems subsystemswiththeirownidentities,coordinatedeachotherOrganizationaspoliticalsystems peopleatdifferentlevelhavedifferentpowerorganizationasinput-outputsystem transformingneedsandrawmaterialsintoservicesandproducts组织变化管理(英文)Changeagent:Someonewhochangestheforcessufficientlytomovetheequilibriumtoanewpoint,evenifheorshehadnointentiontoproducechange.-Managers,employees-government,consultants,teachers,etc.Changetarget:Someonewhoistobechanged组织变化管理(英文)StagesoftheChangeProcessAnychangeprocesscanbeconceptualizedasconsistingofthreestagesorphases,basedontheabovemodelofquasi-stationaryequilibrium--astageofunfreezing,astageofchanging,andastateofrefreezing.Nochangewilloccurunlessthesystemisunfrozen.Nochangewilllastunlessthesystemisrefrozen.Mostchangetheoriesfocusonlyonthemiddlestage,andfailtointroducechangeinthefirstplace,ormaintainthechangewhichhavebeenachieved.组织变化管理(英文)AModelofPlannedChangeUnfreezing:Creatingmotivationtochange Disconfirmation Guilt/anxiety PsychologicalsafetyChanging:Creatingnewbeliefs,values,behavior Identification,imitation Scanning,trialanderrorRefreezing:Stabilizingthechanges Integrationintopersonality integrationintokeyrelationships组织变化管理(英文)Unfreezing:CreatingmotivationtochangeThisisaccomplishedbychangingtheforcesactingonthesystemsuchthatthechangetargetbecomeawarethatthepresentresponsesnolongercreatethedesiredresults.Disconfirmation:thepresentsituationisdisconfirmedthroughtheappearanceofinformationthatgoalswillnotbemet,oridealswillnotbeachieved.badnewsofthecompany;problemsorshortcomingsrevealedbyconsultingfirm;providedbychangeagent,andsometimeitisalreadyknowntothetargetbutsuppressedordenied.组织变化管理(英文)SurvivalAnxiety:thechangetargetfeelsthathisorhercurrentpositionoridentitycannotbemaintainedunlesssomethingnewislearnedandimplemented.arousedbydisconfirminginformationthreateningthatthechangetargetwillbeworseoffunlesssomethingischanged.组织变化管理(英文)LearningAnxiety:whichisanythingfromfearoftheunknown,fearoflossofidentity,fearoflossofgroupmembership,fearoftemporaryincompetencewhilelearningsomethingnew.PrimalforceofresistancetochangeDenialofthedisconfirminginformationDodgingbyrationalizingthatthedisconfirmationappliestoothersbutnotthechangetargetBargaining:trytoavoidthechangebyaskingforprovidingadditionalconditionthatthechangeagentcannotmeetit.:“OKI’llchangebutonlyifyougivemesomethingextraortakesomepainaway;”组织变化管理(英文)Survivalanxietyv.s.LearninganxietyChangewillonlyoccurifSurvivalAnxietyisgreaterthanLearningAnxiety.Increasingsurvivalanxietydoesnotreducetheresistanceforceofchange;Thesolutionistoreducelearninganxietybymakingitpsychologicalsafetochange.组织变化管理(英文)CreationofPsychologicalSafetyCreatetheconditionthatmakeitpossibleforthechangetargettoseeapaththatdoesnotinvolvelossofidentity,groupmembership,orsenseofcompetence.Abalanceofenoughdiscomfirmationwhicharouseanoptimallevelofsurvivalanxietyorguilt,withoutarousingsomuchlearninganxietyastocausedenialorsomeotherdefensemechanism.组织变化管理(英文)Whattheeffectivemanageractingasachangeagentmusttrytoconveysimultaneouslyis:Yourpresentbehaviororattitudeisunacceptable(discon-firmation);Itisviolatingsomeofourstandardsoriscausingustofailingettingthejobdone(inductionofguiltand/orsurvivalanxiety);But,Iwillhelpyoutochangeandmakeyoufeelsafewhileyoulearnanewbehaviororattitude(creationofpsychologicalsafety).组织变化管理(英文)Changing:Creatingnewbeliefs,values,behaviorChangingthroughcognitiveredefinitionpeoplemayknowsomethingwrongwiththewaytheyarethinking,buttheycannotconceiveofanyalternativewayofthinking.Considertwochangingorlearningmechanisms:Scanningtheenvironmentuntilanewformulationisfound;Findingarolemodelandlearninganewpointofviewthroughpsychological“identification”组织变化管理(英文)Refreezing:StabilizingthechangesPersonalintegration:newbehaviorsfitintoindividual’spersonalityorgroup’sculture.Relationalintegration:newbehaviorsfitintotheongoingrelationshipsandtheworkcontextofthepersonorgroupthathaschanged.组织变化管理(英文)AMapoftheChangeManagementProcessWhychange?DeterminingtheneedforchangeDeterminingthedegreeofchoiceaboutwhethertochange

DefiningthedesiredfuturestageDescribingthepresentstageGettingfromheretothere:AssessingthepresentintermsofthefuturetodeterminingtheworktobedoneManagingduringthetransitionstage?组织变化管理(英文)WhyChange?Toomanychangeprocessesarebegunwithoutaclearlogicorgoalsthatmakesense.Onceachangegoalhasbeenpreciselydefined,fivesetsofquestionsneedtobeaddressed:Whatisthechangeagent’smotivation?Whoseinterestswillbeservedbytheproposedchange?Istherearealneedforchange?Whoseneedsarereallythecriticaldrivingforcestowardchange?Howrealisticandfeasibleisthechange?Whereistheenergyforchange?Howunfrozenisthesystem?组织变化管理(英文)WhatistheIdealStagetobeAchievedDevelopaclearpictureoftheidealstate.Developingaconcretevisionoftheidealstateisessentialinordertotestthefeasibilityofchange.DefiningthePresentStageoftheSystemDefinethepresentstateofthesystempreciselyThisisoftentobemoredifficultthananticipatedbecauseweassumethatweknowwhatiscurrentlygoingonwhen,infact,wedonot.Inordertofindoutpresentstageandtofigureouthowmuchofachangewillberequiredtogettothatfuturestate,thechangeagentmustmakesomediagnosticinterventions.组织变化管理(英文)DiagnosticinterventionDiagnosticinterventionshouldfocuson“inquiry”interviewingmembersofthetargetsystemfindingoutwhatisreallygoingonmakingsuggestion,discussingpossiblesolutionsputtingpressureonthetargetThisprocessisitselfalreadyaninterventionandshouldbeconductedinsuchawaythatthechangegoalareenhanced.Diagnosticinterventionsarethebestwaytogetmembersofthetargetsysteminvolvedinthechangeprogram.组织变化管理(英文)DiagnosticTools:Force-FieldAnalysisTheessenceofthisdiagnostictechniqueistoanalyzethequasi-stationaryequilibriumofthepresentstate,determinewhichforcesarethedrivingforcesandwhichtherestrainingforces,

Forcefieldanalysisisdesignednotonlytohighlightthedynamicsofthesystembutalsotoforcethechangeanenttothinkthroughallofforcesthatmaybeactingonthesystem.组织变化管理(英文)CategoriesofForcesTechnologicalEconomicPoliticalSocio-culturalOrganizationalPolicyStructureGroupInterpersonalIndividual/Personal组织变化管理(英文)DrivingForcesComputersalesmenEaseofuseTech.andecon.NeedsTrainingofyoungermanagerTechnologyinfrastructureNewlydevelopedtechnologiesExpectationofbeing“starter”StatusofhavingownsystemSeniormanagementpressureMaintainingcompetitiveadvantageAbundanceofinformationISgrouppushingfromthemiddleAbilitytogetfasteraccesstoinfo.NeedforpeercommonlanguageDesireformorepowerandcontrolDecisionsbecomevisible

ResistingForcesTimetolearnhowtodoitInrelevanttomanagementproblemsLossofdialoguewithstaffLimitationofwhatsystemcandoSub-cultureofsystemsgroupInformationqualitymaybelowerExecutiveresistanceExecutivejobwillchangeDecisionprocessbecomesexplicitDecisionsbecomesvisibleLossofstatustodoitinabilitytocalibratereactionson-linelackofskillinusingsystemsSystemsisnotflexibleDSSdealwithonlypartofajobConfusionaboutwhattheITinnovationisIncreasesworkload

组织变化管理(英文)Forcefieldanalysisallowsthechangeplannertofocusmorepreciselyonwhatexactlytheyaretryingtodo,determinehowmanyforcesareactingonthesystemandwhichofthemareespeciallystrongandthereforehavetobedealtwithfirst,thinkmoreclearlyaboutwhereandhowtobegin组织变化管理(英文)TakingActionBasedonFFAAdddrivingforceseasiertomanipulate--theyareoftenunderthecontrolofthemanagement,equivalenttoincreasingtheSurvivalAnxietyandmayincreasevariousformsofresistancetochange,Removerestrainingforceshardertomanipulate--notcontrolledbythemanagementequivalenttoreducingtheLearningAnxietyandmaymakingchangeeasierandlessthreatening.组织变化管理(英文)OpenSystemsPlanningAforcefieldanalysisrevealsonaspectofthecomplexityofthesystem,butitdoesnotrevealsomeoftheimportantconnectionbetweenthepartsofthesystemthatmaybesupportingsomeofthekeyforces.Therefore,inadditiontotheFFAoneshoulddosomesystemmappingandrolenetworkanalysisOpensystemplanningisadiagnostictoolwhichpurposeistorevealtheconnectionsthatexistbetweenthetargetgrouporsocialsystemanditsenvironments,inordertoassesswhatrolethoseconnectionplayeitherasdrivingorrestrainingforces.组织变化管理(英文)Seven-phaseofopensystemplanning1. Determinethe“coremission”oftheorganization.2. Mapthedemandsystem.3. Mapthecurrentresponsesystem.4. Projecttheprobabledemandsystem,givennochangeinorganizationimpact.5. Identifythedesiredstage.6. Listactivitiesnecessarytoachievethedesiredstage.7. Definecost-effectiveoptions.组织变化管理(英文)OpenSystemsPlanningDemandingsystem:allthosestakeholdersbothinsideandoutsidetheorganizationwhomakesomekindsofdemandsontheorganization.Responsesystem:allthoseintheorganizationwhoaresupposedtorespondtothesedemandsandtheirmethodofresponse.Thiskindofanalysisisusuallydonebyagroupfamiliarwiththesituationofthetargetsystemvisuallydrawingonachart组织变化管理(英文)OpenSystemsPlanningThepictureofthedemandsystemmayallowustosketchthefuturepictureofthesystemtoanalysiswhatdowewanttorespondtohowtocreatetherightresponsesystemsThemappingprocessrevealswhereconnectionsneedtoweakenedandstrengthened,andwherenewchangetargetshavetobedealtwithiftheoverallchangeprojectistowork.组织变化管理(英文)RoleMappingRolemappingcanbeviewedasanextensionandrefinementofopensystemsplanningitfocusesmorepreciselyonaspecificchangetarget,agroupormanager.Defineswhatareforthatpersonorgrouptherelevant“rolesenders”.Foreachsendersomeeffortismadetoidentifywhatthatsenderexpects,andthetotalsetofexpectationisthenexaminedforevidenceofthreekindsofproblems组织变化管理(英文)RoleMappingThreeroleproblems:Roleoverload:thesumtotalofwhatisexpectedofthetargetexceedswhatthetargetcouldeverdo.Roleambiguity:somerolesendersarenotclearorsendmixedsignals,sothatthetargetisnotsurewhatisexpectedfromthosesenders.Roleconflict:someoftheexpectationareindirectconflictwitheachother,requiringthetargettodecidewhoseexpectationswillberespondedto.组织变化管理(英文)RoleMappingOncetherolenetworkanditscharacteristicsareidentified,onecanexamineitforevidenceofwheretheremightbeunusualsourcesofresistancetochange(i.e.somepowerfulrolesenderwhoexpectssomethingtotallydifferentfromwhatthechangeagentwouldlikethetargettodo)wheretheremightalreadybesomeenergyforchange(i.e.wheresomerolesenderalr