Professional Documents
Culture Documents
IC Individual Change
TC Team Change
OC Organizational Change
LC Leading Change
Module number
and name
M00 - Course introduction Syllabus Handbook Page 7/8 7/186
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M00 - Course introduction 8/8 8/186
1. The Organizational Context
2. Individual Change
3. Team Change
4. Organizational Change
5. Leading Change
Team Change
Organizational Change
Psychological learning
and adaptation space
Time
Based on Cognitive Theory and Motivation
M02 - Individual Change IC 17 4/60 16/186
Unconscious Unconscious
Competence Incompetence
Conscious
Incompetence
Conscious
Competence
Unconscious
Competence
Having an Experience
Practical Reflective
Planning the Reviewing the
Experimentation Next Steps Experience
Observation
(Pragmatist) (Reflector)
Theoretical
Concepts Reading theory
Practical things to do
Creating Action Plans (Theorist) Noticing inconsistencies
Experimentation Analysis of complex issues
Implementation of new knowledge Matching pieces of a larger picture
Implementation of projects questioning the assumptions
a.k.a. authoritarian
management style Douglas McGregor
(1960)
a.k.a. participative
management style Douglas McGregor
(1960)
Pay Achievement
Company Policy Recognition
Quality of supervision/management Responsibility
Working relations Advancement
Working conditions Learning
Status The type and nature of the work
Security
Frederick Herzberg
(1968)
Self-concept &
Beliefs Attitudes Feelings Behaviours Results
values
Time
M02 - Individual Change IC 26 - 40 23/60 35/186
Performence
Foreign Transform-ing
element idea
New status
quo
Old status
quo Integration
& practice
Chaos
Time
M02 - Individual Change IC 40 - 43 24/60 36/186
Helps understand the reactions of people during change
Gain an understanding of why people react the way they
do - what is going on in the inner world
Can be a complex process - individuals may not be aware
of going through these phases
The phases themselves may not have clear beginnings or
endings
People experience a range of different emotions that play
out in their behaviours
The highs and lows of transitions are perfectly natural and
normal
Safety needs
Physiological needs
Carl Rogers
(1967)
Carl Rogers
(1967)
Mobilisation
Mobilisation of energy
of energy
Action
Awareness
Awareness
Contact
Sensation
Sensation Resolution
or closure
Withdrawal
of attention
Time
M02 - Individual Change IC 53 - 55 31/60 43/186
How the Gestalt Cycle maps onto stages in managerial
decision-making:
Sensation - our direct and immediate experience
Awareness - present, past, future, experiences, others
Mobilization - focus on specific target, foreground
Action - release of energy, take action
Contact - make contact in and with the outside world
Closure - resolution, fade into background
Edwin Nevis
(1998)
Meyers Briggs
Sensing
The way people prefer to take in information.
INtuition
Thinking
The way they prefer to make decisions.
Feeling
Cautious & careful about change Plan and generate ideas and visions
Lets keep it! Lets think about it!
Energy & enthusiasm to get things done Will be wanting to move into new areas
Lets do it! and soon.!
Lets change it!
Motto:
If it isnt broke dont fix it
Motto:
Lets just do it
Motto:
Lets think about it!
Motto:
Lets change it!
Must be greater
Must be reduced
than Learning Anxiety
anon