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External forces for change are totally environmental; internal forces for change are more economic. An internal force for change is a lack of diversity in the make-up of the senior management, whereas an external force for change is a lawsuit by the EEOC requiring the management to correct diversity failure in the company. Internal forces for change tend to create a faster change than external forces for change. The mimetic isomorphism pressure to change was seen when Sarbanes Oxley was passed in order to ensure that an Enron-like scenario never happened again. This was an external vs. internal force for change. None of the above
Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control. Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends. Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends. Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco. Both A and C
Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc.
inputs/outputs/throughputs. logical reasoning from deduction. systems thinking. transformational lenses. the Black Box model.
A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people. A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same. A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection. A nurturer, like Kotter’s theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project. All of the above
understand that not everyone in an organization is ready to be asked to step up to the plate as a change agent. review the landscape, picture the new landscape, mold the new landscape, and freeze the new landscape. stop using the human resource department as change managers. accept that project managers may be the best change agents for all organizations. unlock their perceptions, review their biases, and reinterpret the organization through different lenses without “blind spots”.
scripting. performing. staging. norming. framing.
they are honest, keep their emotions under control, but are able to selflessly recognize that almost every situation is going to end up unfavorable to the company. they build bonds, resolve conflict, and pass competency tests for having “great intuitive” powers. they exhibit integrity, initiative, and optimism. they know their own limitations. they are self-confident but not arrogant.
create consensus; the main communication process is simply involvement. focus on performance and results orientation; the communication will direct people toward tasks. totally and irrationally immerse him/herself in the overwhelming amount of change to enact, the leader will spray information about the change daily and pray that others will take the message and run, inspiring others to act accordingly. develop a vision of the future and encourage a cohesive community of other change leaders who will support the vision by communication through creating trust and getting people mobilized around the change effort. hire a pastor to come and work with the organization.
total and full denial of blame. shifting the blame. apology. shift the blame and apologize. initial delay/silence while reviewing victim responses to the crisis.
charismatic (inspirational) transformation. cultural readjustments. sustaining change. All of the above None of the above
The Project Manager communicates to the software development team the timeline for a change and the CEO asks her to speed it up by 3 weeks. The CIO decides to move from a mainframe approach to a PC approach, notifies all of her direct reports of the new vision, establishes a communication plan, timeline, and project roll-out plan, communicates the change (including positives and negatives) to stakeholders, and establishes a metrics system where innovation, efficiencies, and positive feedback on the project is measured and rewarded via awards, bonuses, and perks. A fast food company decides to remove one slice of cheese from their cheeseburgers, although increasing the retail price by 10 cents, and has a cost savings which increases its stock price significantly. A group of health experts touts the company as being “health conscious” because the calorie content of the item is lowered. The CEO of a Fortune 100 company hires a team of consultants to take over the HR department and eliminates all in-house HR people (about 85 employees). A department head is invited to a meeting where he is asked to become a change agent for an exciting new product line. He accepts the assignment and goes back to his desk, whereupon he explains to his team that it is likely that their jobs will disappear in the next year because of job obsolescence, but that anyone who might like to consider helping with the new product line may be allowed to reapply for new jobs which open up.
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