Organizational Change Chapter 6

1. blind resistance-provide reassurance 2. Political resistance-negotiate 3. Ideological resistance- present data, facts

group members must learn to share power and leadership, as well as differences and conflicts critical to success.

revolutionary- focus on the big picture; org purpose 2. evolutionary-focus on org design and structure; info systems

to help employee deal with negative feedback. coaching can be both informal and formal

1. recruitment, selection, replacement and displacement. 2. training and development 3. coaching and counseling

employees do not always view change as something that is in their own interest.

train managers to be more effective, build training program. Example: citi corp

replacement- recruit a new leader at the top of the organization displacement- early retirement or payoffs

can help start ups get all employees on board w/ the mission and values. when done properly can reduce absentiesim & turnover

1. interpersonal 2. intergroup 3. interorganizational

1.individual 2. group 3. larger system

primary work group most important subsystem; interface of org

when conflict exisitsand both groups motivated to work out problems they establish a superordinate goal

first order-target is within a subsystem second order- target is a subsystem or process third order- involved a casual sequence of factors

unfreeze- the system, movement-change org, refreeze- reinforce and maintain with a new process and infrastructure

1. coaching for skills 2. coaching for performance 3. coaching for development 4. coaching for exectutives agenda

the less likely groups will use resistance tactics: "turf" protection, closing ranks, demanding new leadership

people must stop identifying the old and achieve closure before they can achieve the new