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Organizational change

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Babasab Patil
Babasab Patil

Organizational change

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Organizational Change
Sources of Individual Resistance to Change Individual resistance Habit Security Resource and power distribution Fear of the unknown Selective information processing
Sources of Organisational Resistance to Change Organisational resistance Structural inertia Group inertia Threat to expertise Threat to established resource allocations Limited focus of change Threat to established power relationships
Minimizing Resistance to Change Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion
Refreezing the Desired Conditions ,[object Object],[object Object],[object Object],[object Object]
Successfully Diffusing Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Courtesy of Roberts Express
Organization Development ,[object Object]
Action Research Process Establish Client- Consultant Relations Disengage Consultant’s Services Diagnose Need for Change Introduce Change Evaluate/ Stabilize change
Appreciative Inquiry Process Discovery Discovering the best of “what is” Dreaming Forming ideas about “what might be” Designing Engaging in dialogue about “what should be” Delivering Developing objectives about “what will be”

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Organizational change

  • 2. Sources of Individual Resistance to Change Individual resistance Habit Security Resource and power distribution Fear of the unknown Selective information processing
  • 3. Sources of Organisational Resistance to Change Organisational resistance Structural inertia Group inertia Threat to expertise Threat to established resource allocations Limited focus of change Threat to established power relationships
  • 4. Minimizing Resistance to Change Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion
  • 5.
  • 6.
  • 7.
  • 8. Action Research Process Establish Client- Consultant Relations Disengage Consultant’s Services Diagnose Need for Change Introduce Change Evaluate/ Stabilize change
  • 9. Appreciative Inquiry Process Discovery Discovering the best of “what is” Dreaming Forming ideas about “what might be” Designing Engaging in dialogue about “what should be” Delivering Developing objectives about “what will be”