Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Book summary
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Lewin’s force field analysis model describes the forces that drive and restrain proposed organizational change. Driving forces are forces that lead to organizational change. Restraining forces are forces that maintain the status quo. Stability occurs when both forces are equal. Unfreezing occurs when there is disequilibrium between the driving and the restraining forces, leading to effective change. Refreezing occurs when systems and structures are introduced that reinforce and maintain the desired behaviours. This model states that effective change occurs by unfreezing the current situation, moving to the desired position and then refreezing the situation.
Subtle resistance to change is more common than overt resistance to change. Some people experience change as relational conflict, although experiencing it as a task conflict would be more productive. There are several reasons why employees resist change:
Unfreezing occurs when the driving forces are stronger than the restraining forces. Increasing the driving forces can be done by using threats, but this is ineffective. Weakening the restraining forces doesn’t lead to motivation to change.
Developing an urgency to change can help produce change in the organization and can be done by informing and reminding employees about competitors and other forms of external turbulence. A successful company is often less vigilant about threats. Creating an urgency to change when the organization is ahead of the competition requires a lot of persuasive influence that helps employees visualize future competitive threats and environmental threats.
There are six main strategies for reducing the restraining forces:
Refreezing can occur by changing the physical structure and situational conditions.
Effective change requires a strategic vision. This can be done by using transformational leadership. The guiding coalition is a group of people with a similar degree of commitment to the change. Members of the guiding coalition should be respected by peers (influence leaders). It is a formally structured group, whereas change also occurs through social networks. The viral change process adopts principles found in word-to-word marketing and viral marketing in order to advocate change. Pilot projects are used in order to test the effectiveness of the change as well as the strategies to gain employee support for the change without company-wide risks.
In order to diffuse the pilot project’s change to other parts of the company the pilot project must be successful (motivation), employees must have the ability to change and employees must have clear role perceptions.
There are four approaches to organizational change. The action research approach is a problem-focused change process that combines action orientation and research orientation. There are four main phases of action research:
Incremental change is fine-tuning the system and taking small steps toward a desired state. Rapid change is overhauling the system decisively and quickly. The appreciative inquiry is an organizational change strategy that directs the group’s attention away from its own problems and focusses participants on the group’s potential and positive elements. It examines successful events, organizations and work units. There are five appreciative inquiry principles: positive principle, constructionist principle, simultaneity principle, poetic principle and the anticipatory principle. The constructionist principle states that conversations don’t describe reality, they shape reality; talking about positive things leads to positive things. The simultaneity principle states that inquiry and change are simultaneous. The poetic principle states that organizations are open books, so we have choices in how they may be perceived, framed and described. The anticipatory principle states that people are motivated and guided by the vision they see and believe in for the future. This model makes use of the Four-D process: discovery, dreaming, designing and delivering. The effectiveness of this approach depends on the participants’ ability to let go of the problem-oriented approach.
The large group intervention approach states that change will be more successful when larger groups are included in the process than when only smaller groups are included in the process. Future search conferences are large group interventions in which participants identify emerging trends and develop strategies for the organization to realize potential under those future conditions. This approach minimizes resistance to change.
The parallel learning structures approach is a highly participative social structure developed alongside the formal hierarchy and composed of people across organizational levels who apply the action research model to produce meaningful organizational change. It uses the action research model and consists of participants that are free from the constraints of the larger organization.
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This bundle contains everything you need to know for the second interim exam of Work & Organizational Psychology for the University of Amsterdam. It uses the book "Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von
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