Quản trị kinh doanh - Chapter 2: Managing change

Chapter 2Managing ChangeLearning ObjectivesExplain why personal change is critical to managerial successDescribe the general process of changeDiscuss three common failures of changeDescribe the general process of enhancing change success After studying this chapter, you should be able to:©2005 Prentice HallNature of ChangeIt is easier to deal with predictable change than unpredictable changeChange may be increasingly unpredictableHighly unpredictableUnpredictablePredictableHighly predictable12%28%60%Adapted from Exhibit 2.1: Predictability of Change©2005 Prentice HallRate of ChangeIf rate of change is increasing: managers benefit by increasing their ability to anticipate changeIf change is somewhat unpredictable: managers benefit from increasing their ability to respond quickly to changes13%87%IncreaseDecreaseStay the sameAdapted from Exhibit 2.2: Rate of Change©2005 Prentice HallManagerial Competency for Leading ChangeExcellentGoodFairPoorDoes not have the leaders to do it0%10%20%30%40%0%Adapted from Exhibit 2.3: Prevalence of Change Management Capability5%35%39%20%1%©2005 Prentice HallManagerial Competency for Leading ChangeLeading change is a critical managerial activitySenior executives do not see an ample supply of lower level managers with this skill©2005 Prentice HallForces for Change:New competitionExternal ForcesTechnologyShift in customer preferenceChange in regulationsChange in general economic environment©2005 Prentice HallForces for Change:Change in internal environmentInternal ForcesChange in leadership©2005 Prentice HallForces for Change: At the micro level it is important to have an understanding ofThe general process of changeThe general forces for change failureThe keys for successful changeThree Conclusions©2005 Prentice HallProcess of ChangeChange goes through three distinctive phasesUnfreezingMovementRefreezing ©2005 Prentice HallPhase 1: UnfreezingHabits are strongly patterned ways behavingWe can also have patterned ways of viewing and interpreting eventsTo change a patterned way of behaving or thinking, that pattern must be “unfrozen”©2005 Prentice HallPhase 2: MovementMajor determinants of movementLevel of certainty or uncertainty associated with the changeMagnitude of the change©2005 Prentice HallPhase 3: RefreezingHabitual behaviors and perceptions are strongChange may not be permanentAfter a change is made, actions should be taken to prevent reversion to old patternsReinforce the change until it becomes more established©2005 Prentice HallForces for FailureDone wellDone poorlyRight ThingWrong Thing2. Movement1. Unfreeze3. RefreezeAdapted from Exhibit 2.4: Change Failure Framework©2005 Prentice HallUnfreezing: The Failure to SeeThe power of past mental mapsThe longer a mental map has been successful, the harder it is to see the need for a new oneOverly simplistic view of the past and futureDifference in the context may not be seenMaintaining equilibriumPeople resist pressures to change in order to maintain equilibrium ©2005 Prentice HallMovement: The Failure to MoveChange uncertaintyLacking clear alternatives, people may intensify their efforts doing what they know Outcome uncertaintyLacking clear answers are to questions, people are less likely to change ©2005 Prentice HallMovement: The Failure to MoveRequirement uncertaintyBelieving they may lack essential skills, knowledge, or tools, people are unlikely to make a needed change, even if a great reward awaits them for changing©2005 Prentice HallRefreezing: The Failure to FinishMost significant change does not produce instant, positive consequences The lack of reinforcement of the new behaviors allows old behaviors to reappear©2005 Prentice HallOvercoming the Failure to SeeCreate high contrastAdapted from Exhibit 2.5: Declining ContrastFocus people’s attention on key differencesFocus on the core contrastsHelp people see and remember those key differences (create images)©2005 Prentice HallOvercoming the Failure to SeeCreate confrontationManagers often have to confront their people with the key contrasts between the past, present, and futurePresent the contrasts repeatedlyInescapable experiencesInvolve as many of the senses—touch, smell, sight, sound, taste—as possible ©2005 Prentice HallOvercoming the Failure to MoveEducate employees as to the desired changeHelp employees see the new destinationHelp them see the anticipated benefits of going there©2005 Prentice HallOvercoming the Failure to MoveKnow and understand what it takes to execute the changeAssess the level of employee capabilitiesProvide training, tools, or other resources ©2005 Prentice HallOvercoming the Failure to FinishCreate early wins and reinforce desired behaviorHelp people see the progress of the changeInform them of their personal progressInform them of collective progressRepeat messages of old and new maps often©2005 Prentice HallOvercoming the Failure to FinishCreate high impact, inescapable confrontationsInvolve as many of the senses as possiblePhysically assure experiences cannot be avoided©2005 Prentice Hall