MODULE 5

CHANGE PROCESS Dr.G.Nagalingappa

KURT LEWIN
Kurt Lewin was an American social

psychologist and having contributed to group dynamics and action research, he is known as father of modern psychology. But Lewin is best known for developing force field analysis. According to Lewin An issue is held balance by interaction two sets of opposing forcesthose seek to promote change (driving forces) and those attempting to maintain status quo (restraining forces)
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Force field analysis

Lewin viewed organizations as systems in which

present situation was not a static pattern, but a dynamic balance of forces (equilibrium) working in opposite directions. In order for any change to occur the driving forces must exceed the restraining forces, thus shifting the equilibrium.

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Force field analysis

Diagnostic tool that allows us to understand

how organizational change works. Emphasizes that change occurs by unfreezing the system, moving it to a new desired state, and refreezing it. When restraining forces and driving forces are in equilibrium the status quo is maintained. Restraining forces often called resistance to change.
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How to use?
Investigate the balance of power involved in an

issue Identify the most important players and target groups for a campaign on the issue Identify opponents and allies Identify how to influence each group

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How to use?
Describe your plan or proposal for change in

the middle of the diagram List all driving forces for change in one column List all restraining forces against change in the other column Assign a score from 1 (weak) to 5 (strong) to each force Anything that affects a decision can be considered a force
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Changing status quo

Adding new support forces

Removing restraining forces

Increasing the strength of supporting forces Decreasing the strength of restraining forces Converting a restraining force into a supporting

force

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Forces
Typical forces often focus on:
Costs Staff Systems/IT Environmental issues

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Illustration
Imagine that you are the manager of Hero Honda

Ltd and you are considering installing a new machine for spraying motorbike parts previously a job done by hand

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What are the forces affecting this decision?

Disruption Cost Environmental impact Loss of staff overtime

Staff frightened of new technology

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What are the forces affecting this decision?

Customers want better paint jobs Improve speed of production

Raise output volumes

Control maintenance costs

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Illustration
Once we have carried out our analysis what

can we do? Determine if the project is viable

Is it worth going ahead with the plan?

Try to improve the probability of success: Increase the strength of the driving forces FOR the project Decrease the strength of the restraining forces AGAINST the project Record tasks required to enact changes

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Force analysis
Training staff (increase cost) eliminate fear of

technology (reduce fear) Show staff that change is necessary for business survival (new force FOR) Raise wages to reflect new productivity (cost , loss of overtime) Choose environmentally-friendly machines (eliminate environmental impact,)

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Force Field Analysis

Forces Supporting Change
New organization structure

Forces Resisting Change

Threats to power and influence

Reward systems

Habits

Change of leadership

Organization culture

Communication channels
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Perceptions
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Managerial options for implementing change

Top down approach

Laissez - faire approach

Collaborative approach

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Intervention strategies
Use of group forces

Providing a rationale for change

Participation Shared rewards Communication and education Employee security

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Intervention strategies
Sensitivity training

Survey feedback
Process consultation Team building Inter group development Appreciative enquiry

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Creativity and innovation

Franklin writes that "innovation is anything that

somebody thinks is a great idea. Creativity is defined as ability to produce novel and useful ideas. At a minimum, creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialization.

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Creativity and innovation

Innovation often means that outside decision

makers have to get involved, as complete development and commercialization commonly requires the competencies and knowledge of a team. Different competencies, structures, processes, resources and time-scales are required.

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Creative potential
Most people have creative potential that they can

use when confronted with a decision making problem. But to unleash the potential they have to get out of the psychological ruts many of us get into and learn how to think about a problem in divergent ways.

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Three component model of creativity

Expertise

Creative thinking skills

Task motivation

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Self defeating bias

1. Fantasy & reflection are a waste of time.

2. Playfulness is for children only.

3. Problem solving is serious business; no fun or

humor are allowed. 4. Reason, logic, numbers, practicality are good and feelings and intuition are bad. 5. Tradition is preferable to change. 6. You are not creative.

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Self imposed or emotional blocks

7. Fear of failure.

8. Inability to tolerate ambiguity and hang out

until the best solution can be developed. 9. Inability to relax or incubate. 10. Excessive zeal to succeed quickly. 11. Lack of persistence. 12. Stress or depression. 13. Poor health habits: high fat diet, insufficient exercise & sleep.
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Work obstacles
14. Lack of cooperation and trust among

colleagues. 15. Autocratic management. 16. Too many distractions and easy intrusions. 17. Lack of acknowledgment or support of ideas and bringing them to action. 18. Wrong livelihood.

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Intellectual blocks
18. Lack of or incorrect information.

19. Inadequate skill to express or record ideas:

(verbally, visually, mathematically) 20. Lack of intellectual challenge

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Societal pressure
21. Bombardment of information and pressure to

keep up 22. Acceleration of the pace of life and time. 23. Addiction to consumerism.

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