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50 Cards in this Set

  • Front
  • Back
Experiential approach to innovation
(Discontinuous Change)
design iterations

testing

milestones

multifunctional teams

powerful leaders
Compression approach to innovation
(Incremental Change)

5 Parts
planning

supplier involvement

shortening the time of
individual steps

overlapping steps

multifunctional teams
Stages of Organizational Decline
Blinded

Inaction

Faulty Action

Crisis

Dissolution
3 Phases of managing resistance
Unfreezing

Change Intervention

Refreezing
5 ways to manage resistance to change
education and communication

participation

negotiation

top management support

coercion
4 Change tools
Results-driven change

General Electric Workout

transition management teams

organizational development
TMT responsibilities
establish context for change and provide guidelines

stimulate conversation

provide appropriate resources

coordinate and align projects

ensure congruence of messages, activities, policies

provide opportunities for joint creation

anticipate, identify and address people problems

prepare the critical mass
Large system interventions
Sociotechnical systems

survey feedback
Small group interventions
team building

unit goal setting
Person-focused interventions
counselling

training
4 types of conversations
initiative conversations

conversations for understanding

conversations for performance

conversations for closure
8 Errors Managers Make when leading change
Not establishing urgency

not creating guilding coalition

lacing vision

undercommunicating the vision

not removing obstacles to the new vision

not systematically planning for and creating short term wins

declaring victory too soon

not anchoring changes in the culture
Reasons for resistance to change
self interest

misunderstanding

distrust

intollerance for change
4 types of change (depending on resistance and change forces)
sporadic

non-existent

continuous or discontinuous
organizational innovation
the successful implementation of creative ideas in organizations
creativity
the production of novel and useful ideas
organizational change
a difference in the form quality or condition of an organization over time
technology cycle
cycle that begins with the "birth" of a new technology and ends when the technology reaches its limits and is relaced by a new, better technology
S-curve patter of innovation
a pattern of technological innovation characterized by slow initial progress, then rapid progress and again by slow progress as technology matures and reaches its limits
innovation streams
patterns of innovation over time that can create sustainable competitive advantage
technological discontinuity
scientific advance or unique combination of existing technologies that creates a significant breakthrough in performance or function
era of ferment
phase of a technology cycle characterized by technical substitution and design competition
design competition
competition between old and new technologies to establish a new technical standard or dominant design
dominant design
a new technological design or process that becomes the accepted market standard
incremental change
the phase of technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design
experiential approach to innovation
an approach to innovation that assumes a highly uncertain environment and uses intuition, flexible options, hand-on experience to reduce uncertainty and accelerate learning and understanding
design iteration
a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype
testing
systematic comparison of different product designs or design iterations
milestones
formal project review points used to assess progress and performance
multifunctional teams
owrk teams composed of people from different departments
compression approach to innovation
an approach to innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation
generational change
changes based in incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology.
change forcs
forces that produce differences in the form quality or condition of an organization over time
resistance forces
forces that support the existing state of conditions in organizations
organizational decline
a large decrease in organizational performance that occurs when companies don't anticipate, recognize neutralize, or adapt to the internal external pressures that threaten their survival
resistance to change
opposition to change resulting from self-interest misunderstanding and distrust, or a general intolerance for change
unfreezing
getting people affected by change to believe that tchange is needed
change intervention
the process used to get workers and managers to change their behaviour and work practices
refreezing
supporting and reinforcing the new changes so they "stick"
coercion
use of formal authority to force others to change
results-driven change
change created quickly by focusing on the measurement and improvement of results
General Electric Workout
a three-day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems
transition management team
a team of 8 - 12 people whose full-time job is to completely mange and coordinate a company's change process
organizational development
a philosophy ad collection of planned change itnerventions design to improve an organization's long-term health and performance
change agent
the person formal in charge or guiding a change effort
organizational dialogue
the process by which people in a organization learn to talk effectively and constructively with each other
initiative conversations
conversations that start change process by discussing what should nor needs to be done to bring about change
conversations for understanding
conversations that generate a deeper understanding of why change is needed, what problems have been occurring and what might be done to solve those problems
conversations for performance
conversations about action plans in which managers and workers make specific requests and promise specific results
conversations for closure
conversations that end the change process by indicating that the work is done and the change process is complete