17
Organizational
Change
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Change at Home Depot
Home Depot CEO Robert
Nardelli (left in photo) has
dramatically changed the
big box retailer’s culture
by introducing systems
that reinforce the new
values.
McShane/Von Glinow OB4e
Slide 17-2
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Force Field Analysis Model
Desired
Conditions
Restraining
Forces
Restraining
Forces
Current
Conditions
Driving
Forces
Restraining
Forces
Driving
Forces
Driving
Forces
Before
Change
McShane/Von Glinow OB4e
During
Change
Slide 17-3
After
Change
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Resistance to Change
Direct Costs
Saving Face
Forces for
Change
Fear of the Unknown
Breaking Routines
Incongruent Systems
Incongruent Team Dynamics
McShane/Von Glinow OB4e
Slide 17-4
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Resisting Change at the FBI
The FBI has been slow to shift from
law enforcement to domestic
intelligence due to:
– Incongruent systems -- career
paths, reward system,
decentralized structure
– Breaking routines -- unfamiliar
with intelligence gathering roles
– Saving face -- past turf wars with
CIA created an anti-investigation
mindset
McShane/Von Glinow OB4e
Slide 17-5
AP/ Wide World Photos
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Creating an Urgency for Change
• Inform employees about driving forces
• Most difficult when organization is doing well
• Must be real, not contrived
• Customer-driven change
– Adverse consequences for firm
– Human element energizes employees
McShane/Von Glinow OB4e
Slide 17-6
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance at Nissan
© Eriko Sugita/Reuters/Corbis
Carlos Ghosn launched a turnaround at Nissan Motor Company
that saved the Japanese automaker and relied on change
management practices rarely seen in Japan. Employee
involvement was a key strategy to minimize resistance to the
turbulent changes that occurred.
McShane/Von Glinow OB4e
Slide 17-7
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Highest priority and first
strategy for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Problems -- time consuming
and costly
McShane/Von Glinow OB4e
Slide 17-8
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Learning
McShane/Von Glinow OB4e
Provides new knowledge
and skills
Includes coaching and
action learning
Helps break old routines and
adopt new roles
Problems -- potentially time
consuming and costly
Slide 17-9
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Increases ownership of
change
Helps saving face and
reducing fear of unknown
Includes task forces, future
search events
Problems -- time-consuming,
potential conflict
McShane/Von Glinow OB4e
Slide 17-10
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
When communication,
training, and involvement do
not resolve stress
Potential benefits
More motivation to change
Less fear of unknown
Fewer direct costs
Problems -- time-consuming,
expensive, doesn’t help
everyone
McShane/Von Glinow OB4e
Slide 17-11
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation
When people clearly lose
something and won’t
otherwise support change
Influence by exchange-reduces direct costs
Problems
• Expensive
• Gains compliance, not
commitment
McShane/Von Glinow OB4e
Slide 17-12
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation
Coercion
McShane/Von Glinow OB4e
When all else fails
Assertive influence
Firing people -- radical
form of “unlearning”
Problems
• Reduces trust
• May create more subtle
resistance
Slide 17-13
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Refreezing the Desired Conditions
• Realigning organizational systems and
team dynamics with the desired changes
– Alter rewards to reinforce new behaviors
– Feedback systems
• Help employees learn how they are doing
• Provide support for the new behavior patterns
McShane/Von Glinow OB4e
Slide 17-14
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Vision & Change
Need a vision of the desired future state
Identifies critical success factors for change
Minimizes employee fear of the unknown
Clarifies role perceptions
McShane/Von Glinow OB4e
Slide 17-15
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Change Agents
• Change agents apply transformational leadership
– Help develop a vision
– Communicate the vision
– Act consistently with the vision
– Build commitment to the vision
• Also apply transactional leadership
– Aligning employee behavior through rewards,
resources, feedback ,etc.
McShane/Von Glinow OB4e
Slide 17-16
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Diffusing Change with MARS Model
• Motivation
– Successful pilot project
– Supervisor support and reinforcement
• Ability
– Competencies to adopt pilot project
– Role modeling from people in pilot project
• Role perceptions
– Translating pilot project practices -- neither too specific
nor too general
• Situational factors
– Resources and time to implement pilot project elsewhere
McShane/Von Glinow OB4e
Slide 17-17
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Action Research Approach
• Change needs both action and research
focus
• Action orientation
– Solve problems and change the
organizational system
• Research orientation
– Concepts guide the change
– Data needed to diagnose problem, identify
intervention, evaluate change
McShane/Von Glinow OB4e
Slide 17-18
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Action Research Process
Establish
ClientConsultant
Relations
Diagnose
Need for
Change
Introduce
Intervention
Evaluate/
Stabilize
Change
Disengage
Consultant’s
Services
McShane/Von Glinow OB4e
Slide 17-19
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Appreciative Inquiry at Canadian Tire
Canadian Tire relied on appreciative inquiry by asking staff to
describe events that have made the retailer successful. The
company’s core values were then rebuilt around those positive
experiences. Store employees were also involved in an
appreciative inquiry exercise to reinforce these values.
McShane/Von Glinow OB4e
Slide 17-20
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Appreciative Inquiry Approach
Directs participants’ attention away from problems and
towards the group’s potential and positive elements.
Reframes relationships around the positive rather than
being problem oriented
McShane/Von Glinow OB4e
Slide 17-21
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Four-D Model of Appreciative Inquiry
Discovery
Discovery
Dreaming
Dreaming
Designing
Designing
Delivering
Delivering
Discovering
Discovering
the
the best
best of
of
“what
“what is
is
Forming
Forming
ideas
ideas about
about
“what
“what might
might
be”
be”
Engaging
Engaging in
in
dialogue
dialogue
about
about “what
“what
should
should be”
be”
Developing
Developing
objectives
objectives
about
about “what
“what
will
will be”
be”
McShane/Von Glinow OB4e
Slide 17-22
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Parallel Learning Structure Approach
• Highly participative social structures
• Members representative across the formal
hierarchy
• Sufficiently free from firm’s constraints
• Develop solutions for organizational change
which are then applied back into the larger
organization
McShane/Von Glinow OB4e
Slide 17-23
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Parallel Learning Structures
Parallel
Structure
McShane/Von Glinow OB4e
Organization
Slide 17-24
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Cross-Cultural and Ethical Concerns
• Cross-Cultural Concerns
– Linear and open conflict assumptions different
from values in some cultures
• Ethical Concerns
– Privacy rights of individuals
– Management power
– Individuals’ self-esteem
– Consultant’s role
McShane/Von Glinow OB4e
Slide 17-25
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.