Chapter 2: Effective Change Implementation

Front 1

Effective Change Content

Back 1

Effective change involves both content -- what is being changed -- and process -- how the changes are being implemented.

Front 2

Norms

Back 2

Shared expectations of how group members ought to behave.

Front 3

Telling Employees to Change

Back 3

Telling employees why they need to change will not build motivation to change; it is necessary but not sufficient.

Front 4

Poor Performance

Back 4

Don't assume that poor organizational performance will create an urgent need to change within a company

Front 5

How to Break Social Habits

Back 5

To break social habits that support existing patterns of behavior, start with creating dissatisfaction, disequilibrium, and discomfort.

Front 6

Unfreezing

Back 6

The first stage in Lewin's change model in which group members become dissatisfied with the status quo.

Front 7

Moving

Back 7

The second change in Lewin's change model in which group members alter their patterns of behavior.

Front 8

Refreezing

Back 8

The final stage in Lewin's change model in which group members institutionalize the new patterns of behavior into a new status quo.

Front 9

Change Implementation

Back 9

In order to implement change target group norms first and then focus on individual behaviors

Front 10

Organizational Development

Back 10

An approach to organizational effectiveness that calls on the fields of behavioral and social sciences to provide guidance to planned change efforts.

Front 11

Open System

Back 11

An organism or entity that exists in a constant interactive state with its external environment.

Front 12

Performance Problems

Back 12

Performance problems often reside in the hand offs between employees, between tasks, between functions, and between units; these are the problems to be targeted first for change.

Front 13

Alignment

Back 13

The degree of congruence or compatibility between and among various elements of a system.

Front 14

Stakeholders

Back 14

Individuals or groups who lay legitimate claim to the performance of the organization.

Front 15

Aligning Interests

Back 15

If leaders are successful at aligning the interests of multiple stakeholders - shareholders, employees, customers, suppliers, the host community, and so forth - they can contribute to outstanding performance.

Front 16

Conflict and Organizational Effectiveness

Back 16

Don't shy away from conflict. As individuals articulate and analyze differences they can improve organizational effectiveness.

Front 17

Inclusive Change Process

Back 17

Be sure to create an inclusive change process - one that builds ownership of and commitment to the desired improvements.

Front 18

Organizational Performance Problems

Back 18

There are no one size fits all solutions to performance problems in an organization

Front 19

Content-Driven Change

Back 19

Programmatic change in which specific programs - customer relationship management, balance scorecard, and lean enterprise, for example - are used as the driver and center piece of implementation.

Front 20

Process-Driven Change

Back 20

An approach to change implementation that emphasizes the methods of conceiving, introducing, and institutionalizing new behaviors and uses content as a reinforcer rather than a driver of new behaviors.

Front 21

Belief and Change

Back 21

Just because top leaders believe in the need for change doesn't mean all employees share that belief.

Front 22

Content-Driven Change Failure

Back 22

Content-driven change often fails because of inadequate attention to the process of change.

Front 23

Repeated Failure to Change

Back 23

Repeated failure to implement change effectively can build cynicism in an organization "inoculating" it against future change efforts.

Front 24

Content-Driven Change in Practice

Back 24

Content-driven change is both tangible and measurable but that doesn't make it effective.

Front 25

Process-Driven Change in Practice

Back 25

Process-driven change seeks to create an organizational context in which employees will be motivated to adopt new behaviors consistent with the strategic direction of the organization.

Front 26

Change Programs

Back 26

Change programs - balanced scorecard, concurrent engineering, agile development, and so forth - are useful in reinforcing new behaviors; but avoid using them to drive change.

Front 27

Task Alignment

Back 27

An approach to behavioral change that starts with the identification of the key strategic tasks of an organization or unit and then asks employees to redefine their roles, responsibilities, and relationships in order to perform those tasks.

Front 28

Task Alignment in Practice

Back 28

Task alignment combines the insights of organizational development with a bottom line focus on performance.

Front 29

Benefits of Task Alignment

Back 29

A task aligned approach to change implementation can help create motivation to adopt new behaviors by focusing on real, immediate business problems, and producing tangible results.

Front 30

Shared Diagnosis

Back 30

A widely held and understood view of barriers to strategic implementation and outstanding performance.

Front 31

Kicking Off Change

Back 31

Kicking off change implementation with shared diagnosis builds both dissatisfaction with the status quo and a commitment to enact new behaviors.

Front 32

Redesign

Back 32

An alteration in employee roles, responsibilities and relationships.

Front 33

Benefits of New Employee Behavior

Back 33

Asking employees to enact new behaviors - roles, responsibilities, and relationships - can be supported by organizational help and learning required new skills.

Front 34

People Change

Back 34

The process of matching the attributes of employees with the strategic requirements of the organization.

Front 35

Requirements of Effective Change Implementation

Back 35

Effective change implementation requires new skills and competencies on the part of the organization's employees.

Front 36

Altering Organizational Systems

Back 36

Altering formal organizational systems and structures can come at the back end of a change implementation in order to institutionalize new patterns of behavior.

Front 37

Mutual Engagment

Back 37

The process of building a participatory dialogue among employees at all organizational levels to the requirements of and process for achieving change.

Front 38

Mutual Engagement in Practice

Back 38

Mutual engagement at every stage of the implementation process helps assure learning and builds commitment.

Front 39

Implementation Trap

Back 39

Applying the right tools at the right time in the implementation process.