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39 Cards in this Set
- Front
- Back
Effective Change Content
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Effective change involves both content -- what is being changed -- and process -- how the changes are being implemented.
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Norms
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Shared expectations of how group members ought to behave.
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Telling Employees to Change
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Telling employees why they need to change will not build motivation to change; it is necessary but not sufficient.
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Poor Performance
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Don't assume that poor organizational performance will create an urgent need to change within a company
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How to Break Social Habits
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To break social habits that support existing patterns of behavior, start with creating dissatisfaction, disequilibrium, and discomfort.
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Unfreezing
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The first stage in Lewin's change model in which group members become dissatisfied with the status quo.
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Moving
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The second change in Lewin's change model in which group members alter their patterns of behavior.
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Refreezing
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The final stage in Lewin's change model in which group members institutionalize the new patterns of behavior into a new status quo.
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Change Implementation
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In order to implement change target group norms first and then focus on individual behaviors
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Organizational Development
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An approach to organizational effectiveness that calls on the fields of behavioral and social sciences to provide guidance to planned change efforts.
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Open System
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An organism or entity that exists in a constant interactive state with its external environment.
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Performance Problems
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Performance problems often reside in the hand offs between employees, between tasks, between functions, and between units; these are the problems to be targeted first for change.
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Alignment
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The degree of congruence or compatibility between and among various elements of a system.
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Stakeholders
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Individuals or groups who lay legitimate claim to the performance of the organization.
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Aligning Interests
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If leaders are successful at aligning the interests of multiple stakeholders - shareholders, employees, customers, suppliers, the host community, and so forth - they can contribute to outstanding performance.
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Conflict and Organizational Effectiveness
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Don't shy away from conflict. As individuals articulate and analyze differences they can improve organizational effectiveness.
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Inclusive Change Process
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Be sure to create an inclusive change process - one that builds ownership of and commitment to the desired improvements.
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Organizational Performance Problems
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There are no one size fits all solutions to performance problems in an organization
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Content-Driven Change
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Programmatic change in which specific programs - customer relationship management, balance scorecard, and lean enterprise, for example - are used as the driver and center piece of implementation.
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Process-Driven Change
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An approach to change implementation that emphasizes the methods of conceiving, introducing, and institutionalizing new behaviors and uses content as a reinforcer rather than a driver of new behaviors.
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Belief and Change
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Just because top leaders believe in the need for change doesn't mean all employees share that belief.
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Content-Driven Change Failure
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Content-driven change often fails because of inadequate attention to the process of change.
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Repeated Failure to Change
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Repeated failure to implement change effectively can build cynicism in an organization "inoculating" it against future change efforts.
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Content-Driven Change in Practice
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Content-driven change is both tangible and measurable but that doesn't make it effective.
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Process-Driven Change in Practice
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Process-driven change seeks to create an organizational context in which employees will be motivated to adopt new behaviors consistent with the strategic direction of the organization.
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Change Programs
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Change programs - balanced scorecard, concurrent engineering, agile development, and so forth - are useful in reinforcing new behaviors; but avoid using them to drive change.
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Task Alignment
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An approach to behavioral change that starts with the identification of the key strategic tasks of an organization or unit and then asks employees to redefine their roles, responsibilities, and relationships in order to perform those tasks.
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Task Alignment in Practice
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Task alignment combines the insights of organizational development with a bottom line focus on performance.
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Benefits of Task Alignment
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A task aligned approach to change implementation can help create motivation to adopt new behaviors by focusing on real, immediate business problems, and producing tangible results.
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Shared Diagnosis
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A widely held and understood view of barriers to strategic implementation and outstanding performance.
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Kicking Off Change
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Kicking off change implementation with shared diagnosis builds both dissatisfaction with the status quo and a commitment to enact new behaviors.
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Redesign
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An alteration in employee roles, responsibilities and relationships.
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Benefits of New Employee Behavior
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Asking employees to enact new behaviors - roles, responsibilities, and relationships - can be supported by organizational help and learning required new skills.
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People Change
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The process of matching the attributes of employees with the strategic requirements of the organization.
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Requirements of Effective Change Implementation
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Effective change implementation requires new skills and competencies on the part of the organization's employees.
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Altering Organizational Systems
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Altering formal organizational systems and structures can come at the back end of a change implementation in order to institutionalize new patterns of behavior.
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Mutual Engagment
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The process of building a participatory dialogue among employees at all organizational levels to the requirements of and process for achieving change.
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Mutual Engagement in Practice
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Mutual engagement at every stage of the implementation process helps assure learning and builds commitment.
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Implementation Trap
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Applying the right tools at the right time in the implementation process.
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