WK9 - Management of Change

Management of Change

A planned approach to integrating change, involving formal processes to assess the impact on people and their jobs.

Lewin's Change Model

A three-stage process (Unfreeze, Change, Refreeze) developed by Kurt Lewin to facilitate change management.

Resistance to Change

The act of opposing or struggling with modifications or transformations of the status quo.

Forces of Change

Elements that drive change in an organizational context, such as information exchange and market dynamics.

Four Types of Strategic Change

Adaptation, Reconstruction, Revolution, and Evolution, each representing different approaches to organizational change.

Participative Change Leadership

A method where employees are involved in deciding how to implement changes within the organization.

Change Management

The discipline of managing the transition of individuals, teams, and organizations from a current state to a desired future state.

Force-Field Analysis

A decision-making tool developed by Kurt Lewin to identify the driving and hindering forces affecting change.

Crisis Phase in Change Management

The emotional acceptance stage where the willingness to change values, beliefs, and behaviors occurs.

Benefits of Resistance

Resistance can serve as a barometer for measuring the impact of change, reflecting the health of the organization and its individuals.

Key Premises of Managing Change

Strategy, context, inertia and resistance, and leadership are essential considerations in managing change.

Seven Phases of Change

Phases include Shock, Denial, Rational Understanding, Emotional Acceptance, Exercising, Realization, and Integration.

Coercion in Change Management

The act of imposing change by utilizing power and authority to ensure compliance.

Success Rates of Change Initiatives

Approximately 70% of change initiatives fail, primarily due to neglecting the human component.

Driving Forces

Positive factors that promote and support a change initiative.

Hindering Forces

Negative factors that oppose and resist a change initiative.

Leadership in Change

The role of guiding and influencing individuals and groups through the change process.

Cementing Changes

The final phase in change management where new behaviors are reinforced and integrated into the culture.

Inertia and Resistance

The tendency of individuals and organizations to continue with established routines rather than adopting new ways.

Market Segmentation

The process of dividing a broader market into smaller segments based on shared characteristics.

Education as a Lever of Change

Using knowledge dissemination to gain support and understanding for the change process.

Symbolic Change

Changes that represent larger shifts in organizational culture or operations, often used for motivational purposes.

Employee Participation

Involvement of employees in the change process to foster engagement and ownership of transformational initiatives.

Crisis Management in Change

The need for management to support and guide organizations through the emotional turbulence of change.