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1、ManagingComplexChangeChallengesChangingtheshapeoforganizationChangesinthemissionor“reasontobe”ChangesinwaysofdoingbusinessChangesinownershipDownsizingChangesinthecultureoftheorganizationConditionsforeffectivemanagementofchangeavisionofwhattheinstitutionshouldlook
2、likeaclearsenseoftheorganization’sidentity(reasontobe)aclearsenseoftheorganization’sinterdependencywithitsoutsideenvironmentclearandreachablescenarios(notobjective,butdescriptionsoftheendstates)flexibleenoughorganizationalstructureeffectiveuseofadvancedtechnology
3、rewardsystemsthatequallyreflectorganizationprioritiesTheDemandSystemForcesintheEnvironmentHumanSystemsasQuasi-stationaryEquilibriumofMultipleForcesAhumansystemsuchasanindividual,agroup,oranorganizationisusuallycomposedofanumberofsub-systems.Allsystemsarealwayssub
4、jectedtomultipleforcesbothfrominsideorfromoutside,theyarealwaysinsomestateofchange.Thetendencytowardequilibriumisachievedbyabalanceofforcespushingindifferentdirections.Sincethesystemalwaysmovefromonepointtoanewpoint,theequilibriumisonly“quasi-stationary”Dynamicso
5、fOrganizationOrganizationsassocialsystemssubsystemswiththeirownidentities,coordinatedeachotherOrganizationaspoliticalsystemspeopleatdifferentlevelhavedifferentpowerorganizationasinput-outputsystemtransformingneedsandrawmaterialsintoservicesandproductsChangeagent:
6、Someonewhochangestheforcessufficientlytomovetheequilibriumtoanewpoint,evenifheorshehadnointentiontoproducechange.-Managers,employees-government,consultants,teachers,etc.Changetarget:SomeonewhoistobechangedStagesoftheChangeProcessAnychangeprocesscanbeconceptualize
7、dasconsistingofthreestagesorphases,basedontheabovemodelofquasi-stationaryequilibrium--astageofunfreezing,astageofchanging,andastateofrefreezing.Nochangewilloccurunlessthesystemisunfrozen.Nochangewilllastunlessthesystemisrefrozen.Mostchangetheoriesfocusonlyonthemi
8、ddlestage,andfailtointroducechangeinthefirstplace,ormaintainthechangewhichhavebeenachieved.AModelofPlannedChangeUnfreezing:CreatingmotivationtochangeDisconfirm
