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Chapter-10-Leading & Managing Change

This chapter discusses the key elements of leading and managing organizational change. It identifies five main change management activities: 1) motivating change by creating readiness and addressing resistance, 2) creating a compelling vision of the future state, 3) developing political support by assessing power and influencing stakeholders, 4) managing the transition through activity planning, commitment planning, and change structures, and 5) sustaining momentum by providing resources, building support, and reinforcing new behaviors. The overall goal is to successfully guide the organization from its current to desired future state.

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290 views10 pages

Chapter-10-Leading & Managing Change

This chapter discusses the key elements of leading and managing organizational change. It identifies five main change management activities: 1) motivating change by creating readiness and addressing resistance, 2) creating a compelling vision of the future state, 3) developing political support by assessing power and influencing stakeholders, 4) managing the transition through activity planning, commitment planning, and change structures, and 5) sustaining momentum by providing resources, building support, and reinforcing new behaviors. The overall goal is to successfully guide the organization from its current to desired future state.

Uploaded by

zoha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Organization Development and Change

Chapter Ten:
Leading and Managing Change

Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Ten
• To understand the different elements of a
successful change program

• To understand how leadership is linked to change


activities

Cummings & Worley, 8e 10-2


(c)2005 Thomson/South-Western
QNO:1Change Management
Activities
Motivating Change

Creating Vision
Effective
Developing Change
Political Support Management

Managing the
Transition

Sustaining Momentum
Cummings & Worley, 8e 10-3
(c)2005 Thomson/South-Western
Motivating Change
• Creating Readiness for Change
– Sensitize the organization to pressures for change
– Identify gaps between actual and desired states
– Convey credible positive expectations for change
• Overcoming Resistance to Change
– Provide empathy and support
– Communicate
– Involve members in planning and decision making

Cummings & Worley, 8e 10-4


(c)2005 Thomson/South-Western
Creating a Vision
• Discover and Describe the Organization’s
Core Ideology
– What are the core values that inform members
what is important in the organization?
– What is the organization’s core purpose or
reason for being?
• Construct the Envisioned Future
– What are the bold and valued outcomes?
– What is the desired future state?
Cummings & Worley, 8e 10-5
(c)2005 Thomson/South-Western
Developing Political Support

• Assess Change Agent Power


• Identify Key Stakeholders
• Influence Stakeholders

Cummings & Worley, 8e 10-6


(c)2005 Thomson/South-Western
Sources of Power and
Power Strategies for Change Agents
Individual Sources of Power Power Strategies

Knowledge Playing it Straight


Knowledge Playing it Straight

Using Social
Others’ Support Using Social
Others’ Support Networks
Networks

Going Around the


Personality Going Around
Formal the
System
Personality Formal System
Cummings & Worley, 8e 10-7
(c)2005 Thomson/South-Western
Managing the Transition
• Activity Planning
– What’s the “roadmap” for change?
• Commitment Planning
– Who’s support is needed, where do they stand,
and how to influence their behavior?
• Change-Management Structures
– What’s the appropriate arrangement of people
and power to drive the change?
Cummings & Worley, 8e 10-8
(c)2005 Thomson/South-Western
Change as a Transition State

Current Transition Desired


State State Future
State

Cummings & Worley, 8e 10-9


(c)2005 Thomson/South-Western
Sustaining Momentum
• Provide Resources for Change
• Build a Support System for Change Agents
• Develop New Competencies and Skills
• Reinforce New Behaviors
• Stay the Course

Cummings & Worley, 8e 10-10


(c)2005 Thomson/South-Western

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