Studied by 2 people
Movement
________: change process that transforms the organization from the status quo to a desired end state.
Appreciative inquiry
________ (AI): approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
Empower
________ others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
Survey feedback
________: use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.
high interaction
Team building: ________ among team members to increase trust and openness.
Kotters
________ eight- step plan for implementing change.
direct behavior
Driving forces: forces that ________ away from the status quo.
Demands
________: responsibilities, pressures, obligations and even uncertainties that individuals face in the workplace.
unpleasant psychological process
Stress: ________ that occurs in response to environmental pressures.
Double
________- loop learning: process of correcting errors by modifying the organizations objectives, policies and standard routines.
Inter group development
________: OD efforts to change the attitudes, stereotypes and perceptions that groups have of each other.
Organizational development
________ (OD): collection of planned change interventions, built on humanistic democratic values, that seeks to improve organizational effectiveness and employee well- being.
Single loop
________ learning: process of correcting errors using past routines and present policies.
Innovation
________: new idea applied to initiating or improving a product, process or service.
Sensitivity training
________: training groups that seek to change behavior through unstructured group interaction.
Process consultation
________ (PC): meeting in which a consultant assists a client in understanding process events with which he /she must deal and identifying processes that need improvement.
movement
Restraining forces: forces that hinder ________ from the existing equilibrium.
Change
Making things different
Planned change
Change activities that are intentional and goal-oriented
Change agents
Persons who act as catalysts and assume the responsibility for managing change activities
Lewin's three-step model
Unfreezing, movement and refreezing
Driving forces
Forces that direct behavior away from the status quo
Restraining forces
Forces that hinder movement from the existing equilibrium
Action research
Change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate
Organizational development (OD)
Collection of planned change interventions, built on humanistic democratic values, that seeks to improve organizational effectiveness and employee well-being
Sensitivity training
Training groups that seek to change behavior through unstructured group interaction
Survey feedback
Use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested
Process consultation (PC)
Meeting in which a consultant assists a client in understanding process events with which he/she must deal and identifying processes that need improvement
Team building
High interaction among team members to increase trust and openness
Inter-group development
OD efforts to change the attitudes, stereotypes and perceptions that groups have of each other
Appreciative inquiry (Al)
Approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
Innovation
New idea applied to initiating or improving a product, process or service
Idea champions
Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance and ensure that the idea is implemented
Learning organization
Organization that has developed the continuous capacity to adapt and change
Single-loop learning
Process of correcting errors using past routines and present policies
Double-loop learning
Process of correcting errors by modifying the organization's objectives, policies and standard routines
Stress
Unpleasant psychological process that occurs in response to environmental pressures
Challenge stressors
Stressors associated with work load, pressure to complete tasks and time urgency
Hindrance stressors
Stressors that keep you from reaching your goals (red tape, office politics, confusion over job responsibilities)
Demands
Responsibilities, pressures, obligations and even uncertainties that individuals face in the workplace
Resources
Things within an individual's control that can be used to resolve demands
