Mhr 300 - Managing Change

Front 1

What is step 1 of lewin's change proces model?

Back 1

unfreezing - create high felt need for change and minimize resistance to change

Front 2

what is step 2 of lewin's change process model?

Back 2

changing - change people, tasks, and structure. encourage ongoing support

Front 3

what is step 3 of lewin's change process model?

Back 3

refreezing - reinforce outcomes and constructive modification

Front 4

what is structural change?

Back 4

altering a firm's formal authority structure or job definitinons

Front 5

what are sources of resistance to change?

Back 5

self interest, uncertainty, lack of understanding and trust, differing perceptions, and lack of tolerance for change

Front 6

what is logos?

Back 6

convincing another person to accept a change through reason, logic, and data

Front 7

what is ethos?

Back 7

convincing another to change through the strength of your moral character and the trust that followers have in you

Front 8

what is pathos?

Back 8

convincing another to change through appeals to your target audience's emotional and phychological needs

Front 9

what are catalytic mechanisms?

Back 9

help translate objectives into performance by making stretch goals reachable.

Front 10

what does the rhetorical triangle consist of?

Back 10

logos, pathos, and ethos

Front 11

what are ways to use logos?

Back 11

do your homework, identify sources of help, anticipate questions and objections, sell the benefits, use catalytic mechanisms, listen in depth, and create an implementation plan

Front 12

what is the six step process to overcoming resistance to change?

Back 12

(1)identify potential sources of worker resistance to change (2)involve workers in the design of the change (3)develop and implement a communications plan for educating workers (4)provide support for workers implementing change (5)offer rewards to workers for successfully implementing change (6)reinforce the change by realigning jobs, processes, systems, and the culture of the organization with change

Front 13

when to use education and communication?

Back 13

use edu and com when resistance to change is due to a lack of info or inaccurate info and analysis

Front 14

when to use participation and involvement?

Back 14

use when the initiators of change dont have all the info to design change, and others have considerable power to resist

Front 15

when to use facilitation and support?

Back 15

use when people are resisting change b/c of fear or adjustment problems

Front 16

when to use negotiation and agreement?

Back 16

use when someone or some group will clearly lose out in the change and that party has considerable power to resist

Front 17

when to use manipulation and co-optation?

Back 17

use when other tactics wont work or are too expensive

Front 18

when to use coercion?

Back 18

use when the initiator of change has power and change must occur quickly

Front 19

what are rites of degradation?

Back 19

ridiculing or demeaning the past using scapegoats

Front 20

how is organizational development defined?

Back 20

an effort planned, organization wide, managed from the top, used to increase org effectiveness, and health through planned interventions into the orgs process using behavioral science knowledge

Front 21

OD assumptions of individuals

Back 21

(1) people in the org seek to satisfy higher needs, such as personal development and growth (2) people desire to make a contribution to the org (3) people have desire and potential to contribute to the org

Front 22

OD approaches seek to overcome org barriers that discourage members from ____ _____ ______ and ____ __ _________ to the org.

Back 22

(1)satisfying higher needs (2)making a contribution

Front 23

OD - people as group members

Back 23

assumes the nature of group relationships will determine the satisfaction and contribution of the individual members of the group.

Front 24

OD - group members need to feel _____.

Back 24

acceptance

Front 25

OD- the group needs to generate _____, _______, and _________ among the members

Back 25

trust; support; cooperation

Front 26

OD - people as members of the org

Back 26

organizational structures have an impact on members attitudes and behavior

Front 27

OD - ___-____ strategies conflict strategies are not healthy in an organization

Back 27

win-lose

Front 28

what is a change agent?

Back 28

usually an individual outside the organization who intervenes to start the process of organizational development

Front 29

what are the steps in the OD process?

Back 29

(1) identify a need for change (2) select a technique for change (3) gather top management support (4) overcome resistance to change (5) evaluate the change process

Front 30

what are some intervention techniques that the OD process uses?

Back 30

diagnostice techniques, team building, survey feedback, education, intergoup activities, third party peacemaking, sociotechnical activities, process consultation, life and career planning, coaching, and planning and goal setting

Front 31

OD - communication from top management should ______ ___ _____, _______, and _______ _______ of the change effort.

Back 31

identify the goals, purpose, and expected results

Front 32

OD - measures of the effectiveness of the program can be established through _______ of _________, ________ with ________ and ______________, and ________ of _________ ____ to determine whether the change process achieved its goal

Back 32

observation of activities, discussions with participants and nonparticipants, and collection of performance data

Front 33

Conditions necessary for OD programs to succeed:

Back 33

recognition of problems by managers and workers, use of an external change agent, supoort from top management, involvement of work group leaders, early success, understanding the process and its goals, support of managerial strengths, inclusion of HR managers, development of internal OD resources, effective management of the process, measurement and evaluation

Front 34

What are the five disciplines of learning organizations

Back 34

(1) Personal Mastery (2) Mental Models (3) Shared Vision (4) Team Learning (5) Systems Thinking

Front 35

what is personal mastery?

Back 35

formulating a coherent picture of results that people most desire (personal vision) w/ a realisitic assessment of their current reality

Front 36

what are mental models?

Back 36

being aware of personal attitudes and perceptions

Front 37

what is a shared vision?

Back 37

building a common sense of purpose

Front 38

what is team learning?

Back 38

reflecting on action as a team and transforming collective thinking skills

Front 39

systems thinking

Back 39

understanding the language of interrelationships that shape behavior

Front 40

where does creative tension come from?

Back 40

recognizing the gap between where we want to by- our "vision" and the truth about where we are - our "current reality"

Front 41

learning leaders need to help others ___ ___ ___ _______

Back 41

see the big picture

Front 42

Developing Learning Organizations you need 4 things:

Back 42

Learning leaders; leadership communities; learning infrastructures; learning cultures

Front 43

what are the five steps to developing a learning organization?

Back 43

(1) leaders generate creative tension (2) leaders provide support to create learning communities (3) leaders create and establish formal systems (4) leaders model behaviors to establish learning culture (5) leaders evaluate performance