MHR 505 Lecture Notes - Lecture 6: Force-Field Analysis, Team Dynamics, Procedural Justice
17 Oct 2017
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Document Summary
Driving forces: push organizations towards change, e(cid:454)ter(cid:374)al forces or leader"s (cid:448)isio(cid:374) Restraining forces: resistance to change employee behaviours that block the change process. Many forms of resistance: complaints, absenteeism, passive noncompliance, often subtle, not overt. View resistance as task conflict: form of voice procedural justice, motivational engages people to think abou the change. Most difficult when organization is doing well. Customer-driven change: human element energizes employees, reveals problems and consequences of inaction. May need to create urgency to change without external drivers: requires persuasive influence, use positive vision rather than threats. Change agent possesses knowledge and power to guide and facilitate the change effort. Strategic visions and change: provides a sense of direction. Identifies critical success factors to evaluate change: links employee values to the change, minimizes employee fear of the unknown, clarifies role perceptions. Guiding coalition: representatives across the firm.
