Org. Change Ch. 8 (Matching)

Resolve = Selecting a course of action that yields an outcome that is good enough Solve = Using research-based scientific methods, techniques, and tools to address problems Dissolve = Changing the nature and/or environment of the entity to remove the problem Research = The 'research' approach to mess management

Resolve = Reliance on limited data and lack of objectivity in decision making Solve = Heavily reliant on research-based scientific methods, techniques, and tools Dissolve = Seeking to redesign the characteristics of the larger system containing the problem Design = Approach in which problem dissolvers change the nature and/or environment of the entity

Resolve = To select a course of action that yields an outcome that is good enough Solve = Using research-based scientific methods, techniques, and tools to address problems Dissolve = To change the nature and/or environment of the entity to remove the problem Research = Approach to mess management involving reliance on scientific methods

<p>Resolve = Problem resolvers who use little collected data and lack objectivity in decision making Solve = 'Research' approach to mess management heavily reliant on scientific methods and tools Dissolve = Problem dissolvers seeking to redesign the characteristics of the larger system containing the problem Design = Approach in which problem dissolvers change the nature and/or environment of the entity</p> Signup and view all the answers

<p>Lewin's three-phase model of change = Unfreezing, Moving, and Refreezing Action research model of change = Confrontation, identification, evaluation, and action Process-oriented approach in organizational development (OD) = IDentify individuals and issues involved in the process, facilitate change and address complex organisational problems Pugh's principles = Persuade participants of the need for change, consider the implications for various groupings, address people's jobs, career prospects, motivation, status, power, and the prestige of different groups</p> Signup and view all the answers

<p>Stage 1a = Diagnose current situation, assess environmental factors, examine organisational purposes, structure, culture, and individual motivations Stage 1b = Develop a vision for change, look for something new, form definitions of the future Stage 2 = Gain commitment to the vision and the need for change, consult and involve all concerned, consider various communication ways to gain commitment Lewin's three-phase model of change = Shake up people's habits, strengthen forces for change, weaken opposing forces</p> Signup and view all the answers

<p>OD = Long-term process for initiating and implementing planned change, involving all levels of the organisation Lewin's Unfreezing phase = Strengthen forces for change, weaken opposing forces Lewin's Moving phase = Make actual changes, establish new strategies and structures, secure new ways of doing things Lewin's Refreezing phase = Stabilize changes, secure against backsliding, involve top management and reinforce changes through symbolic actions</p> Signup and view all the answers

<p>Emphasizes organizational learning and culture improvement with a focus on intact work teams. = OD Change is participative and collaborative, drawing on behavioral science theory and technology. = OD Goal-oriented approaches are congruent with the hard systems model of change. = OD A learning organization is essential for survival in a complex and turbulent environment. = OD</p> Signup and view all the answers

<p>Top management support and involvement are essential. = OD OD approaches are concerned with fostering a change process that enables goals to be challenged. = OD People are the primary drivers of change and commitment in OD. = OD Organizations are made up of interconnected subsystems and components, and change in one part will impact the entire organization. = OD</p> Signup and view all the answers

<p>OD practitioners act as facilitators, collaborators, and co-learners. = OD The goal is to develop the client system's ability to solve its own problems through continuous learning. = OD OD relies on extensive participation by client system members and action research model. = OD Single-loop learning is goal-oriented and changes the means to achieve goals. = OD</p> Signup and view all the answers

<p>Double-loop learning is process-oriented and challenges the goals themselves. = OD OD takes a developmental view that seeks the growth of both individuals and the organization. = OD OD focuses on total system change and views organizations as complex social systems. = OD The goal is to develop the client system's ability to solve its own problems through continuous learning. = OD</p> Signup and view all the answers

<p>Inter-group confrontation = Enables two groups to confront organizational issues beyond their expertise Role negotiation = Involves individuals or groups negotiating behavior change on a quid pro quo basis Process consultation = Involves a skilled third-party consultant working with individuals and groups to solve problems stemming from process events Team building = Techniques used for established long-term groups as well as shorter-term project groups</p> Signup and view all the answers

<p>Short-term wins = Provide evidence that sacrifices are worth it, reward change agents, help fine-tune vision and strategies, undermine cynics, keep bosses on board, build momentum Assessing change = Concerned with changes in attitudes, behaviors, and cultural norms; involves measurement through surveys, interviews, performance analysis, etc. Reinforcing and consolidating change = Institutionalizing the new order resulting from any change; reinforcing changed behavior Assessment of the OD model for change = Critiquing OD according to criticisms such as not facing up to harsh realities of change, being limited in constrained change situations, requiring extraordinary leadership, fitting uneasily with public sector structures and culture, and not working in all cultures</p> Signup and view all the answers

<p>Survey or cultural audit = Measuring softer issues associated with change through organizational surveys or audits Interviews with individuals or focus groups = Conducting interviews or focus groups to assess attitudes and behaviors related to change Examination of turnover and absenteeism rates = Analyzing turnover and absenteeism rates as indicators of organizational change impact Analysis of group performance = Assessing changes in group performance as a measure of organizational development impact</p> Signup and view all the answers

<p>Develop an action plan = Marking the phase of transitioning from an organization's current state to its desired future state Identify who will guide the planning and implementation of the change = Essential in this stage of the OD process Define what exactly needs to change to achieve the vision = Important stage in the OD process Where and at what level intervention should take place = Needs consideration in the OD process</p> Signup and view all the answers

<p>Help define the problem = Competency required for an effective change agent Diagnose causes = Competency required for an effective change agent Offer alternatives = Competency required for an effective change agent Lead implementation = Competency required for an effective change agent</p> Signup and view all the answers

<p>Beckhard and Harris = 'Responsibility charging' technique to clarify required behaviors for change tasks and reduce ambiguity Pugh = Designed an OD matrix to help with action planning, focusing on the type and level of change needed Organizational mirroring = Involves feedback from various organizational groups to the host group about its perceived actions and behavior Surveys = Used to assess attitudes and morale and provide modifications to the action plan or implementation methods</p> Signup and view all the answers

<p>Relevant, specific, integrated, chronological, adaptable, aligned with change goals and priorities = Characteristics of effective action plans Adaptable, aligned with change goals and priorities, relevant, specific, integrated, chronological = Characteristics of effective action plans Specific, aligned with change goals and priorities, relevant, integrated, chronological, adaptable = Characteristics of effective action plans Aligned with change goals and priorities, relevant, specific, integrated, chronological, adaptable = Characteristics of effective action plans</p> Signup and view all the answers