SlideShare una empresa de Scribd logo
1 de 21
Descargar para leer sin conexión
03: The Process of Change
BY KAMAL M. AL MASRI
Course code: ::::.BEAD4312..::::
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Introduction
 Processes of change, creativity and innovation are
often studied and researched as distinct and
recognizably separate areas of study!
 In practice, they interact and overlap as creative
ideas generate the possibility for new innovations
that in turn require acceptance and implementation
in order to become established in changing
organizations
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Two Views of the Change Process
 The Calm Waters Metaphor
– Lewin’s description* of the change process as a break in the organization’s
equilibrium state.
• Unfreezing the status quo
• Changing to a new state
• Refreezing to make the change permanent
 White-Water Rapids Metaphor
– The lack of environmental stability and predictability requires that managers and
organizations continually adapt (manage change actively) to survive.
Copyright © 2016 Pearson Education, Ltd.
7-3
Now, the stability and predictability
of the Calm waters metaphor don’t exist!
Any organization that treats change as the occasional disturbance in an
otherwise calm and stable world runs a great risk
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-1: External and Internal Forces for
Change
Copyright © 2016 Pearson Education, Ltd.
7-
4
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-2
The Three-Step Change Process
Copyright © 2016 Pearson Education, Ltd.
7-
5
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
What Is Organizational Change?
Organizational Change: Any alterations in the
people, structure, or technology of an
organization.
Change Agents: persons who act as catalysts
and assume the responsibility for managing the
change process.
Copyright © 2016 Pearson Education, Ltd.
7-
6
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Types of Change
 Structure: Changing an organization’s structural components or
its structural design.
 Technology: Adopting new equipment, tools, or operating
methods that displace old skills and require new ones.
• Automation – replacing certain tasks done by people with machines
• Computerization
 People: Changing attitudes, expectations, perceptions, and
behaviors of the workforce.
Copyright © 2016 Pearson Education, Ltd.
7-
7
Managers face three main types of change:
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-3
Three Types of Change
Copyright © 2016 Pearson Education, Ltd.
7-
8
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Changing People
Organizational Development (OD): Techniques
or programs to change people and the nature and
quality of interpersonal work relationships.
 Global OD: OD techniques that work for U.S.
organizations may be inappropriate in other
countries and cultures.
Copyright © 2016 Pearson Education, Ltd.
7-
9
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016Copyright © 2016 Pearson Education, Ltd.
Exhibit 7-4: Popular
OD Techniques
Just have a
look!
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Why Do People Resist Change?
1. The ambiguity and uncertainty that change
introduces.
2. The comfort of old habits.
3. A concern over personal loss of status, money,
authority, friendships, and personal convenience
(investment already made ).
4. The perception that change is incompatible with
the goals and interest of the organization.
Copyright © 2016 Pearson Education, Ltd.
7-
11
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Techniques for Reducing Resistance to Change
1. Education and communication
2. Participation
3. Facilitation and support
4. Negotiation
5. Manipulation and co-optation
 to covert attempts to influence others about the
change (may involve distorting facts to make the
change appear more attractive)!
6. Coercion
Copyright © 2016 Pearson Education, Ltd.
7-
12
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-5: Techniques for Reducing Resistance to Change
Copyright © 2016 Pearson Education, Ltd.
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-5: Techniques for Reducing Resistance to Change
(cont.)
Copyright © 2016 Pearson Education, Ltd.
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Changing Organizational Culture
• Cultures are naturally resistant to change.
• Conditions that facilitate cultural change:
– The occurrence of a dramatic crisis
– Leadership changing hands
– A young, flexible, and small organization
– A weak organizational culture
Copyright © 2016 Pearson Education, Ltd.
7-
15
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Understanding the Situational Factors
• 1- Dramatic Crisis: an unexpected financial setback, the
loss of a major customer, or a dramatic technological
innovation by a competitor.
• 2- Leadership changes hands: new top leadership can
provide an alternative set of key values.
• 3- The organization is young and small.
• 4- Culture is weak.
Copyright © 2016 Pearson Education, Ltd.
7-
16
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Exhibit 7-6: Changing Culture
Copyright © 2016 Pearson Education, Ltd.
7-
17
how do managers change culture
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Resources:
 Video 01: Why is Organizational Change so Difficult?
 Video 02: Muhammad Yunus – Social innovation and the social business model
 Video03:
 Either: Video Review for Who Moved My Cheese by Spencer Johnson at Or
 Who moved my Cheese The Movie (cartoon) by Dr Spencer Johnson
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
 Title:
 Description:
 1:03 - 1:05
 Once long ago, in a land far away,¶
 1:05 - 1:08
 there lived four little characters who ran through a maze,
 1:08 - 1:10
 looking for cheese to nourish them,
 1:10 - 1:14
 and make them happy.
 1:14 - 1:17
 Two were mice named Sniff and Scurry.
 1:17 - 1:20
 And two were little people named Hem and Haw.
 1:20 - 1:23
 As different as the mice and little people were,
 1:23 - 1:25
 they shared one thing in common:
 1:25 - 1:31
 every morning they left their homes and raced out into the maze to find their favorite cheese.
 1:31 - 1:34
 Sniff and Scurry had simple brains, but good instincts.
 1:34 - 1:37
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016
Finding the largest wall in Cheese Station
N, he writes:
 Change Happens: They Keep Moving The Cheese
 Anticipate Change: Get Ready For The Cheese To Move
 Monitor Change: Smell The Cheese Often So You Know When It Is
Getting Old
 Adapt To Change Quickly: The Quicker You Let Go Of Old Cheese,
The Sooner You Can Enjoy New Cheese
 Change: Move With The Cheese
 Enjoy Change! Savor The Adventure And Enjoy The Taste Of New
Cheese!
 Be Ready To Change Quickly And Enjoy It Again: They Keep
Moving The Cheese.
THE HANDWRITING ON THE WALL
By. Kamal AL MASRI, based on: Robbins & Coulter, 2016

Más contenido relacionado

Similar a Innovation and creativity 03 the process of change

Catalyzing Organizational Change-Conversation
Catalyzing Organizational Change-ConversationCatalyzing Organizational Change-Conversation
Catalyzing Organizational Change-ConversationBob Carlston
 
ISS 2020 Vision Capstone White book: Future of Work, Workforce and Workplace
ISS 2020 Vision Capstone White book: Future of Work, Workforce and WorkplaceISS 2020 Vision Capstone White book: Future of Work, Workforce and Workplace
ISS 2020 Vision Capstone White book: Future of Work, Workforce and WorkplaceISS Group
 
CALMSLI DevOps Model for Market Agility
CALMSLI DevOps Model for Market AgilityCALMSLI DevOps Model for Market Agility
CALMSLI DevOps Model for Market AgilitySeyhan Baki
 
2015 Olin STL Talent Retention Presentation
2015 Olin STL Talent Retention Presentation2015 Olin STL Talent Retention Presentation
2015 Olin STL Talent Retention PresentationElisabeth Griesedieck
 
Welcome to Silicon Valley - Presentation to Rice MBA students 030214
Welcome to Silicon Valley - Presentation to Rice MBA students 030214Welcome to Silicon Valley - Presentation to Rice MBA students 030214
Welcome to Silicon Valley - Presentation to Rice MBA students 030214Riaz Karamali
 
Reflected Best Self
Reflected Best SelfReflected Best Self
Reflected Best SelfBeth Salazar
 
Blue Ocean Strategy_LinkedIn
Blue Ocean Strategy_LinkedInBlue Ocean Strategy_LinkedIn
Blue Ocean Strategy_LinkedInAhmed Ihab
 
Principles of Technology Leadership
Principles of Technology LeadershipPrinciples of Technology Leadership
Principles of Technology Leadershipbcantrill
 
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...Kristin Wolff
 
An Assessment Of Entrepreneurial Characteristics Of Andrew Carnegie
An Assessment Of Entrepreneurial Characteristics Of Andrew CarnegieAn Assessment Of Entrepreneurial Characteristics Of Andrew Carnegie
An Assessment Of Entrepreneurial Characteristics Of Andrew CarnegieScott Donald
 
Organizational Behavior
Organizational BehaviorOrganizational Behavior
Organizational BehaviorKoichiTachiya
 
Gate Turnaround At Southwest Airlines
Gate Turnaround At Southwest AirlinesGate Turnaround At Southwest Airlines
Gate Turnaround At Southwest AirlinesCatherine Bitker
 
Wells Fargo Account scandal Case
Wells Fargo Account scandal CaseWells Fargo Account scandal Case
Wells Fargo Account scandal CaseSreejith Nair
 
Cooperrider mpod webcast 2011
Cooperrider mpod webcast 2011Cooperrider mpod webcast 2011
Cooperrider mpod webcast 2011dlc6
 
Philippines Essay. Online assignment writing service.
Philippines Essay. Online assignment writing service.Philippines Essay. Online assignment writing service.
Philippines Essay. Online assignment writing service.Tonya Lomeli
 
Maximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMaximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMichelle Mahony
 
Maximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMaximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMichelle Mahony
 
How demographics helped Richmond Football club double its membership
How demographics helped Richmond Football club double its membership How demographics helped Richmond Football club double its membership
How demographics helped Richmond Football club double its membership .id - the population experts
 
Blue Moon, Pty Ltd.
Blue Moon, Pty Ltd.Blue Moon, Pty Ltd.
Blue Moon, Pty Ltd.Lisa Moore
 

Similar a Innovation and creativity 03 the process of change (20)

Catalyzing Organizational Change-Conversation
Catalyzing Organizational Change-ConversationCatalyzing Organizational Change-Conversation
Catalyzing Organizational Change-Conversation
 
ISS 2020 Vision Capstone White book: Future of Work, Workforce and Workplace
ISS 2020 Vision Capstone White book: Future of Work, Workforce and WorkplaceISS 2020 Vision Capstone White book: Future of Work, Workforce and Workplace
ISS 2020 Vision Capstone White book: Future of Work, Workforce and Workplace
 
CALMSLI DevOps Model for Market Agility
CALMSLI DevOps Model for Market AgilityCALMSLI DevOps Model for Market Agility
CALMSLI DevOps Model for Market Agility
 
2015 Olin STL Talent Retention Presentation
2015 Olin STL Talent Retention Presentation2015 Olin STL Talent Retention Presentation
2015 Olin STL Talent Retention Presentation
 
Welcome to Silicon Valley - Presentation to Rice MBA students 030214
Welcome to Silicon Valley - Presentation to Rice MBA students 030214Welcome to Silicon Valley - Presentation to Rice MBA students 030214
Welcome to Silicon Valley - Presentation to Rice MBA students 030214
 
Reflected Best Self
Reflected Best SelfReflected Best Self
Reflected Best Self
 
Quality guru
Quality guruQuality guru
Quality guru
 
Blue Ocean Strategy_LinkedIn
Blue Ocean Strategy_LinkedInBlue Ocean Strategy_LinkedIn
Blue Ocean Strategy_LinkedIn
 
Principles of Technology Leadership
Principles of Technology LeadershipPrinciples of Technology Leadership
Principles of Technology Leadership
 
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...
A Chat about Leadership (& Superheroes) & Co-Creating Communities that Work [...
 
An Assessment Of Entrepreneurial Characteristics Of Andrew Carnegie
An Assessment Of Entrepreneurial Characteristics Of Andrew CarnegieAn Assessment Of Entrepreneurial Characteristics Of Andrew Carnegie
An Assessment Of Entrepreneurial Characteristics Of Andrew Carnegie
 
Organizational Behavior
Organizational BehaviorOrganizational Behavior
Organizational Behavior
 
Gate Turnaround At Southwest Airlines
Gate Turnaround At Southwest AirlinesGate Turnaround At Southwest Airlines
Gate Turnaround At Southwest Airlines
 
Wells Fargo Account scandal Case
Wells Fargo Account scandal CaseWells Fargo Account scandal Case
Wells Fargo Account scandal Case
 
Cooperrider mpod webcast 2011
Cooperrider mpod webcast 2011Cooperrider mpod webcast 2011
Cooperrider mpod webcast 2011
 
Philippines Essay. Online assignment writing service.
Philippines Essay. Online assignment writing service.Philippines Essay. Online assignment writing service.
Philippines Essay. Online assignment writing service.
 
Maximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMaximizing the Impact of Liquid Change
Maximizing the Impact of Liquid Change
 
Maximizing the Impact of Liquid Change
Maximizing the Impact of Liquid ChangeMaximizing the Impact of Liquid Change
Maximizing the Impact of Liquid Change
 
How demographics helped Richmond Football club double its membership
How demographics helped Richmond Football club double its membership How demographics helped Richmond Football club double its membership
How demographics helped Richmond Football club double its membership
 
Blue Moon, Pty Ltd.
Blue Moon, Pty Ltd.Blue Moon, Pty Ltd.
Blue Moon, Pty Ltd.
 

Más de Kamal AL MASRI

العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptx
العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptxالعملات الرقمية ومخاطرها كمال المصري مايو 2023.pptx
العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptxKamal AL MASRI
 
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptx
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptxالاقتصاد الرقمي Digital Economy كمال المصري 2023.pptx
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptxKamal AL MASRI
 
Innovation and creativity 10 skills and techniques of creative thinking
Innovation and creativity 10 skills and techniques of creative thinkingInnovation and creativity 10 skills and techniques of creative thinking
Innovation and creativity 10 skills and techniques of creative thinkingKamal AL MASRI
 
Innovation and creativity 05 metrics of innovation
Innovation and creativity 05 metrics of innovationInnovation and creativity 05 metrics of innovation
Innovation and creativity 05 metrics of innovationKamal AL MASRI
 
Innovation and creativity 09 intelligence and thinking
Innovation and creativity 09 intelligence and thinkingInnovation and creativity 09 intelligence and thinking
Innovation and creativity 09 intelligence and thinkingKamal AL MASRI
 
Innovation and creativity 07a business incubators
Innovation and creativity 07a business incubatorsInnovation and creativity 07a business incubators
Innovation and creativity 07a business incubatorsKamal AL MASRI
 
Innovation and creativity 07 managing innovation
Innovation and creativity 07 managing innovationInnovation and creativity 07 managing innovation
Innovation and creativity 07 managing innovationKamal AL MASRI
 
Innovation and creativity 06 innovative organizations
Innovation and creativity 06 innovative organizationsInnovation and creativity 06 innovative organizations
Innovation and creativity 06 innovative organizationsKamal AL MASRI
 
Innovation and creativity 05 innovative people
Innovation and creativity 05 innovative peopleInnovation and creativity 05 innovative people
Innovation and creativity 05 innovative peopleKamal AL MASRI
 
Innovation and creativity 04 the ecosystem of creativity, innovation and change
Innovation and creativity 04 the ecosystem of creativity, innovation and changeInnovation and creativity 04 the ecosystem of creativity, innovation and change
Innovation and creativity 04 the ecosystem of creativity, innovation and changeKamal AL MASRI
 
Innovation and creativity 02 innovation types
Innovation and creativity 02 innovation typesInnovation and creativity 02 innovation types
Innovation and creativity 02 innovation typesKamal AL MASRI
 
Innovation and creativity 01 introduction and basic concepts
Innovation and creativity 01 introduction and basic conceptsInnovation and creativity 01 introduction and basic concepts
Innovation and creativity 01 introduction and basic conceptsKamal AL MASRI
 
Innovation and creativity 00 about the course
Innovation and creativity 00 about the courseInnovation and creativity 00 about the course
Innovation and creativity 00 about the courseKamal AL MASRI
 
Human development 01 theories of development
Human development 01 theories of developmentHuman development 01 theories of development
Human development 01 theories of developmentKamal AL MASRI
 
Human development 00 general introduction
Human development 00 general introductionHuman development 00 general introduction
Human development 00 general introductionKamal AL MASRI
 
How to make a good presentation
How to make a good presentationHow to make a good presentation
How to make a good presentationKamal AL MASRI
 
العملات الرقمية
العملات الرقميةالعملات الرقمية
العملات الرقميةKamal AL MASRI
 
Exercices innovation and creativity 04 institutions and innovation2
Exercices innovation and creativity 04 institutions and innovation2Exercices innovation and creativity 04 institutions and innovation2
Exercices innovation and creativity 04 institutions and innovation2Kamal AL MASRI
 
Innovation and creativity 06 creative thinking2
Innovation and creativity 06 creative thinking2Innovation and creativity 06 creative thinking2
Innovation and creativity 06 creative thinking2Kamal AL MASRI
 
Innovation and creativity 04 institiuions and innovation ‫‬
Innovation and creativity 04 institiuions and innovation ‫‬Innovation and creativity 04 institiuions and innovation ‫‬
Innovation and creativity 04 institiuions and innovation ‫‬Kamal AL MASRI
 

Más de Kamal AL MASRI (20)

العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptx
العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptxالعملات الرقمية ومخاطرها كمال المصري مايو 2023.pptx
العملات الرقمية ومخاطرها كمال المصري مايو 2023.pptx
 
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptx
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptxالاقتصاد الرقمي Digital Economy كمال المصري 2023.pptx
الاقتصاد الرقمي Digital Economy كمال المصري 2023.pptx
 
Innovation and creativity 10 skills and techniques of creative thinking
Innovation and creativity 10 skills and techniques of creative thinkingInnovation and creativity 10 skills and techniques of creative thinking
Innovation and creativity 10 skills and techniques of creative thinking
 
Innovation and creativity 05 metrics of innovation
Innovation and creativity 05 metrics of innovationInnovation and creativity 05 metrics of innovation
Innovation and creativity 05 metrics of innovation
 
Innovation and creativity 09 intelligence and thinking
Innovation and creativity 09 intelligence and thinkingInnovation and creativity 09 intelligence and thinking
Innovation and creativity 09 intelligence and thinking
 
Innovation and creativity 07a business incubators
Innovation and creativity 07a business incubatorsInnovation and creativity 07a business incubators
Innovation and creativity 07a business incubators
 
Innovation and creativity 07 managing innovation
Innovation and creativity 07 managing innovationInnovation and creativity 07 managing innovation
Innovation and creativity 07 managing innovation
 
Innovation and creativity 06 innovative organizations
Innovation and creativity 06 innovative organizationsInnovation and creativity 06 innovative organizations
Innovation and creativity 06 innovative organizations
 
Innovation and creativity 05 innovative people
Innovation and creativity 05 innovative peopleInnovation and creativity 05 innovative people
Innovation and creativity 05 innovative people
 
Innovation and creativity 04 the ecosystem of creativity, innovation and change
Innovation and creativity 04 the ecosystem of creativity, innovation and changeInnovation and creativity 04 the ecosystem of creativity, innovation and change
Innovation and creativity 04 the ecosystem of creativity, innovation and change
 
Innovation and creativity 02 innovation types
Innovation and creativity 02 innovation typesInnovation and creativity 02 innovation types
Innovation and creativity 02 innovation types
 
Innovation and creativity 01 introduction and basic concepts
Innovation and creativity 01 introduction and basic conceptsInnovation and creativity 01 introduction and basic concepts
Innovation and creativity 01 introduction and basic concepts
 
Innovation and creativity 00 about the course
Innovation and creativity 00 about the courseInnovation and creativity 00 about the course
Innovation and creativity 00 about the course
 
Human development 01 theories of development
Human development 01 theories of developmentHuman development 01 theories of development
Human development 01 theories of development
 
Human development 00 general introduction
Human development 00 general introductionHuman development 00 general introduction
Human development 00 general introduction
 
How to make a good presentation
How to make a good presentationHow to make a good presentation
How to make a good presentation
 
العملات الرقمية
العملات الرقميةالعملات الرقمية
العملات الرقمية
 
Exercices innovation and creativity 04 institutions and innovation2
Exercices innovation and creativity 04 institutions and innovation2Exercices innovation and creativity 04 institutions and innovation2
Exercices innovation and creativity 04 institutions and innovation2
 
Innovation and creativity 06 creative thinking2
Innovation and creativity 06 creative thinking2Innovation and creativity 06 creative thinking2
Innovation and creativity 06 creative thinking2
 
Innovation and creativity 04 institiuions and innovation ‫‬
Innovation and creativity 04 institiuions and innovation ‫‬Innovation and creativity 04 institiuions and innovation ‫‬
Innovation and creativity 04 institiuions and innovation ‫‬
 

Último

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 

Último (20)

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 

Innovation and creativity 03 the process of change

  • 1. 03: The Process of Change BY KAMAL M. AL MASRI Course code: ::::.BEAD4312..::::
  • 2. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Introduction  Processes of change, creativity and innovation are often studied and researched as distinct and recognizably separate areas of study!  In practice, they interact and overlap as creative ideas generate the possibility for new innovations that in turn require acceptance and implementation in order to become established in changing organizations
  • 3. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Two Views of the Change Process  The Calm Waters Metaphor – Lewin’s description* of the change process as a break in the organization’s equilibrium state. • Unfreezing the status quo • Changing to a new state • Refreezing to make the change permanent  White-Water Rapids Metaphor – The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. Copyright © 2016 Pearson Education, Ltd. 7-3 Now, the stability and predictability of the Calm waters metaphor don’t exist! Any organization that treats change as the occasional disturbance in an otherwise calm and stable world runs a great risk
  • 4. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-1: External and Internal Forces for Change Copyright © 2016 Pearson Education, Ltd. 7- 4
  • 5. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-2 The Three-Step Change Process Copyright © 2016 Pearson Education, Ltd. 7- 5
  • 6. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 What Is Organizational Change? Organizational Change: Any alterations in the people, structure, or technology of an organization. Change Agents: persons who act as catalysts and assume the responsibility for managing the change process. Copyright © 2016 Pearson Education, Ltd. 7- 6
  • 7. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Types of Change  Structure: Changing an organization’s structural components or its structural design.  Technology: Adopting new equipment, tools, or operating methods that displace old skills and require new ones. • Automation – replacing certain tasks done by people with machines • Computerization  People: Changing attitudes, expectations, perceptions, and behaviors of the workforce. Copyright © 2016 Pearson Education, Ltd. 7- 7 Managers face three main types of change:
  • 8. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-3 Three Types of Change Copyright © 2016 Pearson Education, Ltd. 7- 8
  • 9. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Changing People Organizational Development (OD): Techniques or programs to change people and the nature and quality of interpersonal work relationships.  Global OD: OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures. Copyright © 2016 Pearson Education, Ltd. 7- 9
  • 10. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016Copyright © 2016 Pearson Education, Ltd. Exhibit 7-4: Popular OD Techniques Just have a look!
  • 11. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Why Do People Resist Change? 1. The ambiguity and uncertainty that change introduces. 2. The comfort of old habits. 3. A concern over personal loss of status, money, authority, friendships, and personal convenience (investment already made ). 4. The perception that change is incompatible with the goals and interest of the organization. Copyright © 2016 Pearson Education, Ltd. 7- 11
  • 12. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Techniques for Reducing Resistance to Change 1. Education and communication 2. Participation 3. Facilitation and support 4. Negotiation 5. Manipulation and co-optation  to covert attempts to influence others about the change (may involve distorting facts to make the change appear more attractive)! 6. Coercion Copyright © 2016 Pearson Education, Ltd. 7- 12
  • 13. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-5: Techniques for Reducing Resistance to Change Copyright © 2016 Pearson Education, Ltd.
  • 14. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-5: Techniques for Reducing Resistance to Change (cont.) Copyright © 2016 Pearson Education, Ltd.
  • 15. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Changing Organizational Culture • Cultures are naturally resistant to change. • Conditions that facilitate cultural change: – The occurrence of a dramatic crisis – Leadership changing hands – A young, flexible, and small organization – A weak organizational culture Copyright © 2016 Pearson Education, Ltd. 7- 15
  • 16. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Understanding the Situational Factors • 1- Dramatic Crisis: an unexpected financial setback, the loss of a major customer, or a dramatic technological innovation by a competitor. • 2- Leadership changes hands: new top leadership can provide an alternative set of key values. • 3- The organization is young and small. • 4- Culture is weak. Copyright © 2016 Pearson Education, Ltd. 7- 16
  • 17. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Exhibit 7-6: Changing Culture Copyright © 2016 Pearson Education, Ltd. 7- 17 how do managers change culture
  • 18. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Resources:  Video 01: Why is Organizational Change so Difficult?  Video 02: Muhammad Yunus – Social innovation and the social business model  Video03:  Either: Video Review for Who Moved My Cheese by Spencer Johnson at Or  Who moved my Cheese The Movie (cartoon) by Dr Spencer Johnson
  • 19. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016  Title:  Description:  1:03 - 1:05  Once long ago, in a land far away,¶  1:05 - 1:08  there lived four little characters who ran through a maze,  1:08 - 1:10  looking for cheese to nourish them,  1:10 - 1:14  and make them happy.  1:14 - 1:17  Two were mice named Sniff and Scurry.  1:17 - 1:20  And two were little people named Hem and Haw.  1:20 - 1:23  As different as the mice and little people were,  1:23 - 1:25  they shared one thing in common:  1:25 - 1:31  every morning they left their homes and raced out into the maze to find their favorite cheese.  1:31 - 1:34  Sniff and Scurry had simple brains, but good instincts.  1:34 - 1:37
  • 20. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016 Finding the largest wall in Cheese Station N, he writes:  Change Happens: They Keep Moving The Cheese  Anticipate Change: Get Ready For The Cheese To Move  Monitor Change: Smell The Cheese Often So You Know When It Is Getting Old  Adapt To Change Quickly: The Quicker You Let Go Of Old Cheese, The Sooner You Can Enjoy New Cheese  Change: Move With The Cheese  Enjoy Change! Savor The Adventure And Enjoy The Taste Of New Cheese!  Be Ready To Change Quickly And Enjoy It Again: They Keep Moving The Cheese. THE HANDWRITING ON THE WALL
  • 21. By. Kamal AL MASRI, based on: Robbins & Coulter, 2016

Notas del editor

  1. At one time, the calm waters metaphor was fairly descriptive of the situation managers faced. It’s best discussed using Kurt Lewin’s three-step change process. According to Lewin, successful change can be planned and requires unfreezing the status quo, changing to a new state, and refreezing to make the change permanent. Increasingly, managers are realizing that the stability and predictability of the calm waters metaphor don’t exist. Disruptions in the status quo are not occasional and temporary, and they are not followed by a return to calm waters. Instead we have our second change metaphor—white-water rapids. Today, any organization that treats change as the occasional disturbance in an otherwise calm and stable world runs a great risk. Too much is changing too fast for an organization or its managers to be complacent.
  2. Organizations face change because external and internal factors create the need for change (see Exhibit 7-1).
  3. Kurt Lewin’s three-step change process is illustrated by Exhibit 7-2.
  4. Most managers, at one point or another, will have to change some things in their workplace. We classify these changes as organizational change, which is any alteration of people, structure, or technology. Organizational changes often need someone to act as a catalyst and assume the responsibility for managing the change process—that is, a change agent. Change agents can be a manager within the organization, but could be a nonmanager—for example, a change specialist from the HR department or even an outside consultant.
  5. Managers face three main types of change: structure, technology, and people. Changes in the external environment or in organizational strategies often lead to changes in the organizational structure. Because an organization’s structure is defined by how work gets done and who does it, managers can alter one or both of these structural components. Technological changes usually involve the introduction of new equipment, tools, or methods; automation; or computerization. Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools, or operating methods. Changing people involves changing attitudes, expectations, perceptions, and behaviors— something that’s not easy to do.
  6. Managers face three main types of change: structure, technology, and people as illustrated in Exhibit 7-3.
  7. Changing people involves changing attitudes, expectations, perceptions, and behaviors—something that’s not easy to do. Organizational development (OD) is the term used to describe change methods that focus on people and the nature and quality of interpersonal work relationships. Managers need to recognize that some techniques that work for U.S. organizations may not be appropriate for organizations or organizational divisions based in other countries.
  8. The most popular OD techniques are described in Exhibit 7-4.
  9. Why do people resist change? The main reasons include uncertainty, habit, concern over personal loss, and the belief that the change is not in the organization’s best interest. Change replaces the known with uncertainty. Another cause of resistance is that we do things out of habit. The third cause of resistance is the fear of losing something already possessed. Change threatens the investment you’ve already made in the status quo. A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization.
  10. Several strategies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion. Education and communication can help reduce resistance to change by helping employees see the logic of the change effort. This technique, of course, assumes that much of the resistance lies in misinformation or poor communication. Participation involves bringing those individuals directly affected by the proposed change into the decision-making process. Their participation allows these individuals to express their feelings, increase the quality of the process, and increase employee commitment to the final decision. Facilitation and support involve helping employees deal with the fear and anxiety associated with the change effort. This help may include employee counseling, therapy, new skills training, or a short paid leave of absence. Negotiation involves exchanging something of value for an agreement to lessen the resistance to the change effort. This resistance technique may be quite useful when the resistance comes from a powerful source. Manipulation and co-optation refer to covert attempts to influence others about the change. It may involve distorting facts to make the change appear more attractive. Finally, coercion can be used to deal with resistance to change. Coercion involves the use of direct threats or force against the resisters.
  11. When managers see resistance to change as dysfunctional, what can they do? Several strategies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion. These tactics are summarized and described in Exhibit 7-5.
  12. When managers see resistance to change as dysfunctional, what can they do? Several strategies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion. These tactics are summarized and described in Exhibit 7-5.
  13. An organization’s culture, made up of relatively stable and permanent characteristics, tends to make it very resistant to change. A culture takes a long time to form, and once established, it tends to become entrenched. Strong cultures are particularly resistant to change because employees have become so committed to them.
  14. What “favorable conditions” facilitate cultural change? One is that a dramatic crisis occurs, such as an unexpected financial setback, the loss of a major customer, or a dramatic technological innovation by a competitor. Such a shock can weaken the status quo and make people start thinking about the relevance of the current culture. Another condition may be that leadership changes hands. New top leadership can provide an alternative set of key values and may be perceived as more capable of responding to the crisis than the old leaders were. Another is that the organization is young and small. The younger the organization, the less entrenched its culture.
  15. If conditions are right, how do managers change culture? No single action is likely to have the impact necessary to change something ingrained and highly valued. Managers need a strategy for managing cultural change, as described in Exhibit 7-6.