Business Administration 2295F/G Chapter Notes - Chapter 15: Force-Field Analysis, Procedural Justice, Absenteeism
Document Summary
Successful organizations monitor their environments and take appropriate steps to maintain a compatible fit with new external conditions. Driving forces eg. new competitors/tech. host of other environmental changes: push organizations toward change, external forces or leader"s vision divine discontent. Restraining forces: resistance to change -- employee behaviours that block the change process. Lawin"s force field model emphasizes that effective change occurs by unfreezing the current situation, moving to a desired condition, and then refreezing the system so it remains in the desired state. Many forms of resistance e. g. , complaints, absenteeism, passive noncompliance. View resistance as a resource: symptoms of deeper problems in the change process a signal that the change agent has not sufficiently addressed the underlying conditions that support effective organizational change. Motivation (they believe the change will fail/wrong action/costly to personally) , ability, and role (mis)perceptions: direct costs. They believe the benefits for them are trivial. Bill be worse off overall: saving face, not invented here syndrome.