Duncan Brodie, May 24, Excellent blog post. Change in my experience is one of those areas that seems simple in theory but tough in practice. The key in my experience is to change hearts and minds. Something I too believe in.
Strategic change is about forging organizational robustness in the face of environmental pressures. Hence, an accurate and insightful view of the current reality is as important as a clear vision Senge Robustness is the timely capacity to anticipate and adapt to environmental change in order to maintain competitive advantage.
Improving and maintaining robustness takes three interdependent forms. First, it is a function of comprehensive environmental scanning, accurate articulation of values, beliefs, and assumptions, the freedom to question values, beliefs and assumptions, creativity to formulate new options, and tolerance of risk in the pursuit of a new course.
Second, robustness is about resource self-sufficiency. Third, robustness is about maintaining contact and managing credibility with strategic constituencies. Change can be evolutionary or revolutionary.
It can take place gradually within an existing paradigm, or it can be a dramatic shift to an entirely new paradigm. In addition to being gradual, evolutionary change usually is linear, and sequential. The downside of evolutionary change is that it is predictable.
Competitors can figure out what your organization is doing and where it is going. Revolutionary change is about transforming the organization. The revolution can be small or it can be sweeping. The path of transformational change, while not linear and sequential, can be made predictable to people inside the organization through proper planning and communication.
Both evolutionary and revolutionary change can be legitimate strategic choices under the right environmental conditions. Environmental conditions can be defined by velocity, mass, and complexity. The velocity of change is the rate change takes place.
The mass of the change is how widespread it is. And, the complexity of change means that change never occurs in isolation.
Within the domain of human behavior, the answer is yes.
Four main effects are salient: Change can cause people to feel incompetent, needy, and powerless, in short, to lose self-confidence. It is essential for the people in the organization to be involved in planning and executing change, to have opportunities to develop new skills required by the change, and to depend on psychological support mechanisms put in place before, during, and after the change is implemented.
Change can create confusion throughout the organization. Change alters the clarity and stability of roles and relationships, often creating chaos. This requires realigning and renegotiating formal patterns of relationships and policies.
By definition, change creates loss and therefore generates interpersonal conflict. Change can create loss of meaning and purpose. People form attachments to symbols and in symbolic activity. When the attachments are severed, people experience difficulty in letting go of old attachments.
Avoiding or smoothing over these issues drives conflict underground, where it can fester and boil over. The answer comes from being broad-minded rather than narrowly focused. A strategic leader must develop sensing networks, expand the target audience, gather and broaden the power base, alert the organization that change is coming, actively manage the planning and execution processes by linking every day-to-day action to the vision for change, continually communicate the vision for change to key internal and external constituencies, know about and plan for overcoming resistance, and be prepared for unexpected but necessary mid-course corrections Goodfellow Most strategic leaders consciously develop and maintain a variety of information and power networks.How Is This Stuff Going to Help Me?
Jane Arnold wants to be a manager. She enjoyed her accounting, finance, and marketing courses. Each of these provided her with some clear-cut answers.
Now the professor in her organizational behavior course is telling her that there are really very few clear-cut. Organizational Behavior Case: How Is This Stuff Going to Help Me?
Jane Arnold wants to be a manager. She enjoyed her accounting, finance, and marketing courses.
Each of these provided her with some clear-cut answers. creating an on-going pattern of behavior. “Tough” bullying is entrenched in an organization and Behavior: n Significant organizational change (i.e., major internal restructuring, technological change).
n Worker characteristics (e.g., age, gender, parental. It establishes a strong case for the bottom-line impact of communication and then highlights research findings, case examples and suggested strategies and tactics to help resolve organizational issues.
Organizational Behavior Case: How Is This Stuff Going to Help Me? 29 Organizational Behavior Case: Too Nice to People 29 xii Organizational Behavior Case: Conceptual Model: Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations A deeply moral person can’t help but do better than most people, as treating people with respect, honesty and trust are the 3 things I suspect most people wish they could get from their bosses.
Self aware, including weaknesses.