CnA1Lk 19

Crgan|zat|ona| Change and Stress Management

Introduct|on
More and more organlzaLlons Loday face a dynamlc and changlng envlronmenL 1hls ln
Lurn ls requlrlng Lhese organlzaLlons Lo adapL Changlng ls Lhe rallylng cry among Loday's
managers worldwlde
Iorces for Change
naLure of Lhe workforce
more culLural dlverslLy aglng populaLlon
1echnology
fasLer cheaper and more moblle compuLers
Lconomlc shocks
rlse and fall of doLcom sLocks record of slow lnLeresL raLes
CompeLlLlon
global compeLlLors mergers and consolldaLlon
Soclal Lrends
reLlremenL of baby boomers
World pollLlcs
openlng of markeLs ln Chlna war on Lerrorlsm

Manag|ng |anned Change
lanned change means change ln acLlvlLles LhaL are lnLenLlonal and goal orlenLed Some
organlzaLlons LreaL all changes as an accldenLal occurrence We're concerned wlLh change
acLlvlLles LhaL are proacLlve and purposeful 1here are Lwo essenLlal goals of planned change
llrsL lL seeks Lo lmprove Lhe ablllLy of Lhe organlzaLlon Lo adapL change ln Lhe envlronmenL
Second lL seeks Lo change employee behavlor
Who ln Lhe organlzaLlon ls responslble for managlng change acLlvlLles? ff
1here can be managers or manager or currenLly employees ln Lhe organlzaLlon newly hlred
employees or ouLslde consulLanLs

kes|stant to Change
Cne of Lhe mosL welldocumenLed flndlngs from sLudles of lndlvldual and organlzaLlonal
behavlor ls LhaL organlzaLlons and Lhelr members reslsL Lo change 8eslsLance Lo change can be
a source of funcLlonal confllcL
8eslsLance Lo change doesn'L necessarlly surface ln sLandardlzed ways 8eslsLance Lo
change can be overL lmpllclL lmmedlaLe or deferred

Cvercom|ng kes|stance to Change

Seven LacLlcs use by agenLs ln deallng wlLh reslsLanL Lo change
(1) educaLlon and communlcaLlon
8eslsLance can be reduced Lhrough communlcaLlng wlLh employees Lo help Lhem
see Lhe loglc of change
(2) arLlclpaLlon
(3) 8ulldlng supporL and commlLmenL
(4) negoLlaLlon
(3) ManlpulaLlon and coopLaLlon
ManlpulaLlon refers Lo coverL lnfluence aLLempLs whlle coopLaLlon ls a form of
boLh manlpulaLlon and parLlclpaLlon lL seeks Lo buy off" Lhe leaders of a reslsLanL
group by glvlng Lhem a key role ln Lhe change declslon 8oLh manlpulaLlon and
coopLaLlon are relaLlvely lnexpenslve and easy ways Lo galn Lhe supporL of adversarles
buL he LargeLs can backflre lf Lhe LargeLs become aware LhaL Lhey are belng Lrlcked or
used
(6) SelecLlng people who accepL change
(7) Coerclon
lL ls Lhe appllcaLlon of dlrecL LhreaLs or force on Lhe reslsLers

Approaches to Manag|ng Crgan|zat|ona| Change
Approaches on managlng Lo change
Lew|n's 1hree Step Mode|


Unfreez|ng change efforLs Lo overcome Lhe pressure of boLh lndlvldual reslsLance and group
conformlLy
Movement a change process LhaL Lransforms Lhe organlzaLlon from Lhe sLaLus quo Lo a deslred
end sLaLe
Ireez|ng sLablllzlng a change lnLervenLlon by balanclng drlvlng and resLralnlng


unfreezlng MovemenL 8efreezlng
otters 8Step Change Mode|
lmplemenLlng change powerfully and successfully

SLep Cne CreaLe urgency
WhaL you can do
O ldenLlfy poLenLlal LhreaLs and develop scenarlos showlng whaL could happen ln Lhe
fuLure
O Lxamlne opporLunlLles LhaL should be or could be explolLed
O SLarL honesL dlscusslons and glve dynamlc and convlnclng reasons Lo geL people
Lalklng and Lhlnklng
O 8equesL supporL from cusLomers ouLslde sLakeholders and lndusLry people Lo
sLrengLhen your argumenL

SLep 1wo lorm a owerful CoallLlon
WhaL you can do
O ldenLlfy Lhe Lrue leaders ln your organlzaLlon
O Ask for an emoLlonal commlLmenL from Lhese key people
O Work on Leam bulldlng wlLhln your change coallLlon
O Check your Leam for weak areas and ensure LhaL you have a good mlx of people from
dlfferenL deparLmenLs and dlfferenL levels wlLhln your company

SLep 1hree CreaLe a vlslon for Change
WhaL you can do
O ueLermlne Lhe values LhaL are cenLral Lo Lhe change
O uevelop a shorL summary (one or Lwo senLences) LhaL capLures whaL you see as Lhe
fuLure of your organlzaLlon
O CreaLe a sLraLegy Lo execuLe LhaL vlslon
O Lnsure LhaL your change coallLlon can descrlbe Lhe vlslon ln flve mlnuLes or less
O racLlce your vlslon speech ofLen

SLep lour CommunlcaLe Lhe vlslon
WhaL you can do
O 1alk ofLen abouL your change vlslon
O Cpenly and honesLly address peoples concerns and anxleLles
O Apply your vlslon Lo all aspecLs of operaLlons from Lralnlng Lo performance revlews
1le everyLhlng back Lo Lhe vlslon
O Lead by example

SLep llve 8emove CbsLacles
WhaL you can do
O ldenLlfy or hlre change leaders whose maln roles are Lo dellver Lhe change
O Look aL your organlzaLlonal sLrucLure [ob descrlpLlons and performance and
compensaLlon sysLems Lo ensure Lheyre ln llne wlLh your vlslon
O 8ecognlze and reward people for maklng change happen
O ldenLlfy people who are reslsLlng Lhe change and help Lhem see whaLs needed
O 1ake acLlon Lo qulckly remove barrlers (human or oLherwlse)

SLep Slx CreaLe ShorLLerm Wlns
WhaL you can do
O Look for sureflre pro[ecLs LhaL you can lmplemenL wlLhouL help from any sLrong
crlLlcs of Lhe change
O uonL choose early LargeLs LhaL are expenslve ?ou wanL Lo be able Lo [usLlfy Lhe
lnvesLmenL ln each pro[ecL
O 1horoughly analyze Lhe poLenLlal pros and cons of your LargeLs lf you donL succeed
wlLh an early goal lL can hurL your enLlre change lnlLlaLlve
O 8eward Lhe people who help you meeL Lhe LargeLs

SLep Seven 8ulld on Lhe Change
WhaL you can do
O AfLer every wln analyze whaL wenL rlghL and whaL needs lmprovlng
O SeL goals Lo conLlnue bulldlng on Lhe momenLum youve achleved
O Learn abouL a|zen Lhe ldea of conLlnuous lmprovemenL
O keep ldeas fresh by brlnglng ln new change agenLs and leaders for your change
coallLlon

SLep LlghL Anchor Lhe Changes ln CorporaLe CulLure
WhaL you can do
O 1alk abouL progress every chance you geL 1ell success sLorles abouL Lhe change
process and repeaL oLher sLorles LhaL you hear
O lnclude Lhe change ldeals and values when hlrlng and Lralnlng new sLaff
O ubllcly recognlze key members of your orlglnal change coallLlon and make sure Lhe
resL of Lhe sLaff new and old remembers Lhelr conLrlbuLlons
O CreaLe plans Lo replace key leaders of change as Lhey move on 1hls wlll help ensure
LhaL Lhelr legacy ls noL losL or forgoLLen

Crgan|zat|ona| Deve|opment
lL ls a Lerm used Lo encompass a collecLlon of planned change lnLervenLlon bullL on
humanlsLlcdemocraLlc values LhaL seek Lo lmprove organlzaLlonal effecLlveness and employee
wellbelng
Under|y|ng Va|ues |n Crgan|zat|ona| Deve|opment
1 8especL for people
2 1rusL and supporL
3 ower equallzaLlon
4 ConformaLlon
3 arLlclpaLlon
S|x |ntervent|on that change agents cons|dered
Sens|t|v|ty tra|n|ng(also known as 1group)
1he ob[ecLlves of 1group are Lo provlde Lhe sub[ecLs wlLh lncreased awareness of Lhelr
own behavlor and how oLher percelves Lhem greaLer senslLlvlLy Lo Lhe behavlors of
oLhers and lncreased ln undersLandlng of group processes
Surveys feedbac
Cne Lool for assesslng aLLlLudes held by organlzaLlonal members ldenLlfylng
dlscrepancles among member percepLlons and solvlng Lhese dlfferences ls Lhe survey
feedback approach
rocess consu|tat|on
lL ls for an ouLslde consulLanL Lo asslsL a cllenL usually a manager wlLh whlch Lhe
manager musL deal
rocess consulLaLlon ls slmllar Lo senslLlvlLy Lralnlng ln lLs assumpLlon LhaL organlzaLlonal
effecLlveness can be lmproved by deallng wlLh lnLerpersonal problems and ln lLs
emphasls on lnvolvemenL
1eam bu||d|ng
lL uses hlghlnLeracLlon group acLlvlLles Lo lncrease LrusL and openness among Leam
members 1he ob[ecLlve ls Lo lmprove coordlnaLe efforLs of members whlch wlll resulL
ln lncreaslng Leam's performance
Intergroup deve|opment
lL seeks Lo change Lhe aLLlLudes sLereoLypes and percepLlons LhaL groups have of each
oLher

Contemporary Change Issues for 1oday's Managers
1echno|ogy |n the Worp|ace
8ecenL advances ln Lechnology are changlng Lhe workplace and affecLlng Lhe work llves
of employees 1wo speclflc lssues relaLed Lo process Lechnology and work conLlnuous
lmprovemenL and process reenglneerlng

Cont|nuous Improvement rocesses
CuallLy managemenL programs seek Lo achleve conLlnuous process lmprovemenLs so
LhaL varlablllLy consLanLly reduced When you ellmlnaLe varlaLlon you lncrease Lhe unlformlLy
of Lhe producL or servlce lncreaslng unlformlLy ln Lurn resulLs ln lower cosL and hlgher quallLy
rocess keeng|neer|ng
rocess reenglneerlng means LhaL Lhe managemenLs should sLarL wlLh a clean sheeL of
paper reLhlnklng and redeslgnlng Lhose processes by whlch Lhe organlzaLlon creaLes value and
does work rlddlng lLself of operaLlons LhaL LhaL have become anLlquaLed
1he 1hree key LlemenL s of rocess 8eenglneerlng
O CrganlzaLlon's dlsLlncLlve compeLencles
O Assesslng core processes
O 8eorganlzlng horlzonLally by process
1hls means uslng crossfuncLlonal and selfmanaged Leams lL means focuslng on
processes raLher Lhan funcLlons lL also means cuLLlng ouL unnecessary levels of mlddle
managemenL
Innovat|on
lnnovaLlon ls a more speclallzed klnd of change lnnovaLlon ls a new ldea applled Lo
lnlLlaLlng or lmprovlng a producL process or servlce
Learn|ng organ|zat|on
ls an organlzaLlon LhaL has developed Lhe conLlnuous capaclLy Lo adapL and change
S|ng|e|oop |earn|ng correcLlng errors uslng pasL rouLlnes and presenL pollcles
Doub|e|oop |earn|ng correcLlng errors by modlfylng Lhe organlzaLlon's ob[ecLlve
pollcles and sLandard rouLlnes
challenges are deeply rooLed assumpLlons and norms wlLhln an organlzaLlon
CnAkAC1LkIS1ICS CI A LLAkNING CkGANI2A1ICN
1 1here exlsLs a shared vlslon whlch everyone agrees on
2 eople dlscard Lhelr old ways of Lhlnklng and Lhe sLandard rouLlnes Lhey used for solvlng
problems or dolng Lhelr [obs
3 Members Lhlnk all organlzaLlon processes acLlvlLles funcLlons and lnLeracLlons wlLh Lhe
envlronmenL as parL of Lhe sysLem of lnLerrelaLlonshlps
4 eople openly communlcaLe wlLh each oLher (across verLlcal and horlzonLal boundarles)
wlLhouL fear of crlLlclsm or punlshmenL
3 eople subllmaLe Lhelr personal selflnLeresL and fragmenL deparLmenLal lnLeresL Lo
work LogeLher Lo achleve Lhe organlzaLlon's shared vlslon
1hree fundamenta| prob|ems |nherent |n trad|t|ona| organ|zat|on
Iragmentat|on based on speclallzaLlon creaLes walls" and chlmneys" LhaL separaLe
dlfferenL funcLlon lnLo lndependenL and ofLen warrlng flefdoms
2 Compet|t|on members of Lhe managemenL Leam compeLe wlLh one anoLher Lo show
who ls rlghL who knows more or who ls persuaslve
3 keact|veness mlsdlrecLs managemenL's aLLenLlon Lo problem solvlng raLher Lhan
creaLlon
Manag|ng |earn|ng
O LsLabllsh s sLraLegy
O 8edeslgn Lhe organlzaLlon's sLrucLure
O 8eshape Lhe organlzaLlon's culLure

Wor Stress and Its Management
SLress ls a dynamlc condlLlon ln whlch an lndlvldual ls confronLed wlLh an opporLunlLy
demand or resource relaLed Lo whaL Lhe lndlvldual deslres and for whlch Lhe ouLcome ls
percelved Lo be boLh uncerLaln and lmporLanL
uemands are responslblllLles pressures obllgaLlons and even uncerLalnLles LhaL lndlvlduals
face ln Lhe workplace
8esources are Lhlngs wlLhln an lndlvldual's conLrol LhaL can be used Lo resolve Lhe demands

A mode| of Stress















ersonal sources of SLress
O LnvlronmenL lacLors
Lconomlc uncerLalnLles
ollLlcal uncerLalnLles
1echnologlcal change
O CrganlzaLlonal lacLors
1ask demands
8ole demands
lnLerpersonal demands
O ersonal lacLors
LnvlronmenL facLors
O Lconomlc uncerLalnLy
O ollLlcal uncerLalnLy
O 1echnologlcal change
lndlvldual dlfferences
O ercepLlon
O !ob experlence
O Soclal supporL
O 8ellef ln locus of
conLrol
O Self efflcacy
O hosLlllLy
hyslologlcal sympLoms
O Peadaches
O Plgh blood pressure
O PearL dlsease
O
Lxperlence SLress
Lxperlence sLress
CrganlzaLlonal lacLors
O 1ask demands
O 8ole demands
O lnLerpersonal demands
sychologlcal sympLoms
O AnxleLy
O uepresslon
O uecrease ln [ob
saLlsfacLlon
ersonal lacLors
O lamlly problems
O Lconomlc problems
O ersonallLy

8ehavloral SympLoms
O roducLlvlLy
O AbsenLeelsm
O 1urnover
Consequences of SLress
O hyslologlcal sympLoms
O sychologlcal sympLoms
O 8ehavloral sympLoms
Managlng SLress
lndlvldual Approaches
O 1lme managemenL
1 Maklng dally acLlvlLles Lo be accompllshed
2 rlorlLlzlng acLlvlLles by lmporLanL and urgency
3 Schedullng acLlvlLles accordlng Lo Lhe prlorlLles seL
4 knowlng your dally cycle and handllng Lhe mosL demandlng parLs of [obs durlng Lhe
hlgh parL of your cycle when you are mosL alerL and producLlve

O hyslcal Lxerclse
1 MedlLaLlon
2 Pypnosls
3 8lofeedback
CrganlzaLlonal Approaches
O Coal seLLlng
O 8edeslgnlng [obs lncreaslng employee lnvolvemenL organlzaLlonal communlcaLlon
We||ness programs organlzaLlonally supporLed programs LhaL focus on Lhe employee's
physlcal and menLal condlLlon