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Topic 15 Org Change

Lewin's Force Field Analysis Model describes change as the balance between driving forces that push for change and restraining forces that resist it. There are many reasons why people resist change, such as fear of the unknown, breaking routines, and incompatible systems. To minimize resistance, organizations should focus on communication, learning, involvement, stress management, negotiation, and coercion (if other approaches fail). Change agents play an important role in guiding and facilitating organizational change efforts.

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20 views12 pages

Topic 15 Org Change

Lewin's Force Field Analysis Model describes change as the balance between driving forces that push for change and restraining forces that resist it. There are many reasons why people resist change, such as fear of the unknown, breaking routines, and incompatible systems. To minimize resistance, organizations should focus on communication, learning, involvement, stress management, negotiation, and coercion (if other approaches fail). Change agents play an important role in guiding and facilitating organizational change efforts.

Uploaded by

SHI QI LEE
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Topic 15:

Organizational Change

1-1
15-1
Force Field Analysis Model
Change
Restraining
Forces
Desired
Conditions

Restraining
Forces Driving
Forces
Restraining
Forces
Driving
Current
Conditions
Forces
Driving
Forces

Unfreezing Moving Refreezing


(Before (During (After
Change) Change) Change)
15-2
Lewin’s Force Field Analysis Model

 Developed by Kurt Lewin


Restraining
 Driving forces Forces

• Push organizations toward change


• External forces or leader’s vision

 Restraining forces
• Resistance to change -- employee Driving
Forces
behaviors that block the change
process

15-3
Why People Resist Change

1. Direct costs
• Losing something of value due to change

2. Saving face
• Accepting change acknowledges own imperfection,
past wrongdoing

3. Fear of the unknown


• Risk of personal loss
• Concern about being unable to adjust

15-4
Why People Resist Change
(con’t)

4. Breaking routines
• Organizational unlearning is part of change process
• But past practices/habits are valued by employees
due to comfort, low cognitive effort

5. Incongruent organizational systems


• Systems/structures reinforce status quo
• Career, reward, power, communication systems

6. Incongruent team dynamics


• Norms contrary to desired change

15-5
Minimizing Resistance to Change

Communication
 Highest priority and first strategy
for change
Learning  Improves urgency to change
 Reduces uncertainty (fear of
Involvement unknown)
 Problems -- time consuming and
Stress Mgt costly

Negotiation

Coercion

15-6
Minimizing Resistance to Change

Communication
 Provides new knowledge/skills
 Includes coaching and other forms
Learning of learning
 Helps break old routines and
Involvement adopt new roles
 Problems -- potentially time
Stress Mgt consuming and costly

Negotiation

Coercion

15-7
Minimizing Resistance to Change

Communication
 Employees participate in change
Learning process
 Helps saving face and reducing
Involvement
fear of unknown
 Includes task forces, future search
Stress Mgt
events
Negotiation
 Problems -- time-consuming,
potential conflict
Coercion

15-8
Minimizing Resistance to Change

Communication
 Help employees manage stress if
stress is the reason for resistance
Learning  Counseling, providing emotional
support.
Involvement  Potential benefits
• More motivation to change
Stress Mgt • Less fear of unknown
• Fewer direct costs
Negotiation  Problems -- time-consuming,
expensive, doesn’t help everyone
Coercion

15-9
Minimizing Resistance to Change

Communication

Learning
 Influence by exchange -- reduces
Involvement direct costs
 May be necessary when people
Stress Mgt clearly lose something and won’t
otherwise support change
Negotiation  Problems
• Expensive
Coercion
• Gains compliance, not commitment

15-10
Minimizing Resistance to Change

Communication

Learning

Involvement
 When all else fails
 Assertive influence
Stress Mgt  Radical form of “unlearning”
 Problems
Negotiation • Reduces trust
• May create more subtle resistance
Coercion • Encourage politics to protect job

15-11
Change Agents

 Change agent -- anyone who possesses


enough knowledge and power to guide and
facilitate the change effort
 E.g. A transformational leader

15-12

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