Organisational Change Overview

A process of ongoing improvements that accumulate over time, showing progress. Often involving employee involvement and focused on waste reduction.

People resist change due to uncertainty, comfort in old habits, and potential loss of status, money, or personal convenience.

Organisations' cultures are hard to change but can change when major incidents occur, leadership shifts, or the firm is small & flexible.

Stress arises from demands or from opportunities having uncertainties. Stress can sometimes be helpful.

Successfully implementing change requires embracing change, clear communication, employee participation, flexibility, and removing resisters.

Reducing the time to meet large orders, often from 180 days to less than 30.

Organizations frequently encounter resistance during big changes to their culture.

A type of stress that improves performance, and occurs when tasks are demanding yet doable and not too overwhelming.

Modifications in an organization's people, structure, or technology, often prompted by external threats or opportunities.

Change varies in intensity and direction, creates uncertainty, and presents both threats and opportunities.

Factors outside an organization that trigger the need for change, e.g., evolving consumer needs, new laws, technology advancements, and economic shifts.

Factors within an organization that spur change, such as strategic shifts, workforce adjustments, new equipment, and changing employee attitudes.

Altering an organization's structure or its components, like departments or reporting lines.

Adopting new tools or techniques that can require new skills and replace old ones, e.g., automation or computerization.

Individuals (internal or external consultants) who facilitate organizational change and act as intermediaries.

A method for analyzing change by identifying driving forces (promoting change) and restraining forces (resisting change).

Forces that push for change, such as higher salaries, training, or strong leadership.

Forces that resist change, such as unclear goals, culture, or fear of the unknown.

Forces that promote organizational change, pushing the organization towards a new state.

Forces that resist organizational change, hindering the transition to a new state.

A three-step model for managing organizational change: unfreezing, changing, and refreezing.

Preparing an organization for change by challenging existing beliefs and promoting acceptance of the need for change.

Implementing the planned changes within an organization.

Stabilizing the new state by reinforcing new behaviors and ensuring the change is permanent.

Internal strengths that support a company during a change, but do not cause the actual change.

Changing market conditions, shorter product lifecycles, or new technology.

Fear of failure, strong organizational culture, or lack of resources.

Recognizing the need, defining the problem, identifying where the company stands, searching for alternatives, defining goals, preparing for change, unfreezing, moving, arriving, refreezing, and evaluating the change's success.

Individuals resist change for reasons like self-interest, lack of trust, differing viewpoints on benefits, and low tolerance for change. These can be emotional, political, or rational.

Top leaders are crucial for successful organisational change. They must be fully invested, communicating openly, and showing their support for the new direction.

Everyone involved needs to understand and agree on the future state envisioned by the change. This shared goal provides direction and motivation.

People respond to change emotionally: 'How will this affect me personally? Will I lose my job, status, or control?'

People react politically to change: 'Will I lose power, resources, or my position in key groups?'

Trade unions often resist changes perceived as harmful to their members, such as job losses or altered working conditions. However, they can also promote positive changes.

When facing resistance to change, forming a group of like-minded individuals who support the change can help sway opinions and influence the resistors.

The ingrained ways of doing things in an organization, often referred to as 'the way we do things around here.'

Large organizations have strict processes and procedures, which can make implementing changes difficult, especially when they disrupt the established order.

Resistance to change can stem from fear of the unknown, loss of comfort, and disruption to established routines.

Changing an organization's culture is difficult because it requires adjustments across all aspects of how it functions, from leadership style to work processes.

This approach is driven by management and often involves little employee input. It's like a directive order that's enforced without much discussion.

This method involves experimenting with different solutions and involving those affected by the change, making it more flexible and inclusive.

This approach involves discussions and compromises between stakeholders to reach a mutually agreeable change strategy.

Making changes incrementally rather than implementing a massive overhaul. It can be less disruptive and easier to manage.