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Flashcards in Chapter 14 Deck (10)
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1
Q

forms of change resistance

A

overt work stoppages to subtle attempts to continue old ways; subtle resistance more common than overt/
view resistance as task conflict; signals that employees lack readiness for change or that change strategy should be revised/
view resistance as a form of voice; redirects resistance into constructive conversations, encourages better decisions through involvement, voice and involvement increase commitment to change

2
Q

why employees resist change

A

negative valence of change (more negative than positive outcomes), fear of the unknown, not invented here syndrome, breaking routines, incongruent team dynamics, incongruent organizational systems and structures

3
Q

force field analysis

A

Kurt Lewin’s model of systemwide change that helps change agents diagnose the forces that drive and restrain organizational change

4
Q

unfreezing

A

in which the change agent produces disequilibrium between the driving and restraining forces

5
Q

refreezing

A

in which systems and structures are introduced that reinforce and maintain the desired behaviors

6
Q

how to increase driving forces

A

through fear or threats (hardly ever works); weaken or remove the restraining forces/
increasing driving forces creates an urgency for change, while reducing the restraining forces lessens motivation to oppose the change and removes obstacles such as lack of ability and situation constraints

7
Q

creating an urgency for change

A

by informing or reminding employees about competitors and changing consumer trends, impeding government regulations, and other forms of turbulence in the external environment; push people out of their conforms zones

8
Q

urgency for change without external forces

A

could be market leader; have to promote the future and the new vision with that to make current situation a little less appealing

9
Q

action research

A

a problem focused change process that combines action orientation (changing attitudes and behavior) and research orientation

10
Q

process of action research process

A

form client-consultant relationship, diagnose need for change, introduce intervention, evaluate and stabilize change, disengage consultants services