MHR 405 Study Guide - Force-Field Analysis, Team Dynamics, Procedural Justice

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Published on 13 Apr 2013
School
Ryerson University
Department
Human Resources
Course
MHR 405
Professor
MHR Chapter 15
Forced Field Analysis: Kurt Lewin’s model of system wide change that helps change agents diagnose the
forces that drive and restrain proposed organizational change
Figure 15.1 Lewin’s force field analysis model
Restraining Forces (resistance)
Many Forms of Resistance
e.g., complaints, absenteeism, passive noncompliance
View Resistance as a Resource
1. Symptoms of deeper problems in the change process
2. A form of constructive conflict -- may improve decisions in the change process
3. A form of voice helps procedural justice
Why people resist Change
1. Direct Costs
Losing something of value due to change
4. Breaking Routines
Cost of moving away from our “comfort zones”
Requires time/effort to learn new routines
2. Saving Face
Not invented here syndrome
5. Incongruent Team Dynamics
Norms contrary to the desired change
3. Fear of the Unknown
Risk of personal loss
Concern about being unable to adjust
6. Incongruent Organizational Systems
Systems/structures reinforce status quo
Career, reward, power, communication systems
Driving forces
Push organizations toward change
External forces or leader’s vision
Restraining forces
Resistance to change -- employee behaviours
that block the change process
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Document Summary

Forced field analysis: kurt lewin"s model of system wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change. Resistance to change -- employee behaviours that block the change process. View resistance as a resource: symptoms of deeper problems in the change process, a form of constructive conflict -- may improve decisions in the change process, a form of voice helps procedural justice. Losing something of value due to change: breaking routines. Cost of moving away from our comfort zones . Requires time/effort to learn new routines: saving face. Not invented here syndrome: incongruent team dynamics. Norms contrary to the desired change: fear of the unknown. Concern about being unable to adjust: incongruent organizational systems. Sometimes need to create urgency to change without external drivers. Highest priority and first strategy for change. Helps saving face and reducing fear of unknown. Helps break old routines and adopt new roles. Problems - potentially time consuming and costly.

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