Ch02 Spector

Implementing Organizational
Change: Theory and Practice

Bert Spector
Chapter 2
Theories of Effective
Change
Implementation
Copyright 2007 Prentice Hall 2-1
Lewin’s Change Model
Organizational Performance
ve
Un
Mo
f re
Re
ez
e
fr
ee
ze
Old Norms New Norms support
maintain status quo outstanding performance

Lewin’s Change Model
Text in this color
Stage 1: Unfreezing Stage 2: Moving Stage 3: Refreezing
Create Redesign Align pay/reward
dissatisfaction with organizational roles, systems
the status quo responsibilities, and
relationships
Reengineer
Benchmark Train for newly measurement/
operations required skills control systems
Diagnose internal Promote Create new

barriers to supporters /remove organization
performance resisters structure

Three Insights from OD
Text in this color
Open, interdependent
system
Participation
Participation builds
improves the quality
commitment
of the change

Creating Resistance
Text Resistance
in this color Cause
Satisfied with status quo Employees not included
Change is perceived as threat Employees see little opportunity

to get required skills
Cost outweighs benefits Inadequate articulation of goals
Belief that management is Employees’ voice and interest

mishandling the process not being included
Employees doubt success Past change efforts lack
sustained success

Key Approaches to Change
Management
Approach Main Contribution
Text in this color
Lewin’s Focus on context
Field Theory Unfreeze existing habits
Organizational Organizations are open,

development dynamic systems
Link desired new behaviors

Task alignment
to performance requirements
Change Resistance derives from

resistance actions of change leaders

Management
Text in this color
Lewin’s Focus on context
Field Theory Unfreeze existing habits
How to implement change:
•Build a pervasive sense of dissatisfaction with

the status quo among employees.
•Offer operational models for what new
behavior patterns will be.
•Reinforce new behavior with alterations to
systems and structures

Management
Text in this color Organizations are open,
Organizational
Development dynamic systems
•Target entire organization for change.
•Create climate of open discussion and upward

feedback.
•Use process consultants to facilitate change.

Management
Text in this colorLink desired new behaviors
Task Alignment
to performance requirements

•Identify key performance indicators and
the behavioral implications of outstanding
performance.
•Attach requirements for new behaviors to
new strategic objectives.
•Build line-management support for change.

Management
Text in this color Resistance derives from
Change
Resistance actions of change leaders

•Include employees in diagnostic and learning
process.
•Learn from the reasons behind employee
resistance.
•Deal in a timely manner with lingering
resistance by individual employees

The following are optional slides to
consider including in Chapter 2

Learning Objectives
 Present the three phases of the planned
change theory of Kurt Lewin.
 Delineate the key insights to effective
implementation offered by the field of
Organizational Development.
 Explain an approach to change
management that emphasizes task
requirements and performance results.
 Examine theories of change resistance that
encourage managers to learn from
resistance rather than treat it simply as a
negative force to be overcome.

Key Terms
 Change implementation: actions
taken by organizational leaders to
achieve and maintain outstanding
performance in a dynamic
environment.

Key Terms
 Open system: an organism or entity
that exists in a constant interactive
state with its external environment.
 Alignment: the degree of

congruence or compatibility between
and among various elements of a
system.

Key Terms
 Stakeholders: individuals or groups
who hold legitimate claim to the
performance of the organization.
 Resistance: efforts exerted by

employees either overtly or covertly
to maintain the status quo.

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Implementing Organizational

Change: Theory and Practice

Copyright 2007 Prentice Hall 2-2

Diagnose internal Promote Create new

Copyright 2007 Prentice Hall 2-3

Copyright 2007 Prentice Hall 2-4

Change is perceived as threat Employees see little opportunity

Belief that management is Employees’ voice and interest

Copyright 2007 Prentice Hall 2-5

Organizational Organizations are open,

Link desired new behaviors

Change Resistance derives from

Copyright 2007 Prentice Hall 2-6

•Build a pervasive sense of dissatisfaction with

Copyright 2007 Prentice Hall 2-7

How to implement change:

•Target entire organization for change.

•Create climate of open discussion and upward

Copyright 2007 Prentice Hall 2-8

How to implement change:

Copyright 2007 Prentice Hall 2-9

How to implement change:

Copyright 2007 Prentice Hall 2-10

Copyright 2007 Prentice Hall 2-11

Copyright 2007 Prentice Hall 2-12

Copyright 2007 Prentice Hall 2-13

 Alignment: the degree of

Copyright 2007 Prentice Hall 2-14

 Resistance: efforts exerted by

Copyright 2007 Prentice Hall 2-15

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