Change & Knowledge Management

05MBA3
MBA 3rd semester Core paper
 Part A
Change Management
Module 1- Personal Change:
Self awareness
Self analysis
Self efficacy
Self esteem
 Self awareness- Introduction

“Knowing others is wisdom, knowing

yourself is Enlightenment.”
Tao Tzu
 Self awareness- Introduction
 Awareness is the first step in the creation process.
 As you grow in self awareness, you will better
understand why you feel what you feel and why
you behave as you behave. That understanding
then gives you the opportunity and freedom to
change those things you’d like to change about
yourself and create the life you want.
 Self awareness- Introduction
 Without fully knowing who you are, self
acceptance and change become impossible.
 Having clarity about who you are and what you
want (and why you want it), empowers you to
consciously and actively make those wants a
reality
 Who's the expert?

 When we want good, solid information, we turn to the

experts. So, who are you going to turn to for information
about yourself? Who's the expert?
You.
 Does a friend, a therapist, a minister, your hero, your
spouse, your parents know more about you than you?
They can't. You live in your skin and mind 24 hours a day,
7 days a week, 52 weeks a year. Day in and day out. No
one’s closer to you than you!
 Definition of Self awareness
 “The ability to know and understand one's self”.

 “Self-awareness is the ability to perceive one's own

existence, including one's own traits, feelings and
behaviors”.
 “Self-awareness is a personal understanding of the very
core of one's own identity. It is the basis for many other
human traits, such as accountability and consciousness.”
 Levels Of SA
 The dyadic relationship can be thought of as composed of
interself.
 Self is the core of personality pattern which provides
interaction. Such a concept is cognitive: It describes the
self in terms of image, both conscious and unconscious.
 A central construct in the interself is the image of
relationship-those aspects of the codes and means of the
interperson known and shared by its participants.
 Other portions of these codes are hidden to the members
and yet may be known to others.
 Johari Window gives to look what one is conscious is
one’s social exchanges and what one is not.
 Joseph Luft & Harrington Ingham have developed a JW.
 Johari Window

  
 Johari window
 QUADRANT I. The area of free activity or public area,
refers to behavior and motivation known to self and known to
others.
 QUADRANT II, The blind area, where others can see things
in ourselves of which we are unaware.
 QUADRANT III. The avoided or hidden areas, represents
things we know but do not reveal to others, (e.g., a hidden
agenda, or matters about which we have sensitive feelings).
 QUADRANT IV. Areas of unknown activity, in which
neither the individual nor others are aware of certain
behaviors or motives. Yet, we can assume their existence
because eventually some of these behaviors and motives
were influencing our relationship all along.
 Change in Awareness
The awareness about self is not static, rather, it
changes continuously. As awareness changes,
quadrant to which the psychological state is assigned
also changes. Jongeward identified eleven principles
of such change.
1. A change in one Q will affect all other Q
2. It takes energy to hide behaviors involved in interaction.
3. Threads tends to decrease awareness, Mutual trust tends to
increase A
4. Forced A is undesirable
5. Interpersonal learning will lead Q1 large & other small
6.Working with others will involved more resources.
7.The smaller the Q the poorer the communication
8. There is universal curiosity about the unknown area, but this
is held in check by diverse fears.
9. Learning about group processes, as they are being
experienced, helps to increase A.
10. The value systems of a group and its members may be
observed in the way the group deals with unknown in the
life of the group itself.
11. Sentivity means appreciating the covert aspects of behavior
in Q2,3,4 and respecting the desire of others to keep them
so.
 Self Analysis
“Self analysis is an independent methodical attempt
to study and comprehend one's own personality,
emotions, and behavior”
To make decisions about our career first we should
know our self and hence we have to do self
analysis.
Exercise
 Self Efficacy
 Self-efficacy is the belief that one has the
capabilities to execute the courses of actions
required to manage prospective situations.
 The higher the E more confidence you have in your
ability to succeed in a task.
 Individuals with high E seem to respond to
negative feedback with increased effort and
motivation other with low E lesson their efforts.
 How self efficacy affects human function

 Choices regarding behavior

 Motivation
 Thought patterns & responses
 The Destiny Idea: Bandura successfully showed that
people of differing self efficacy perceive the world in a
fundamentally different way[citation needed]. People with a high
self efficacy are generally of the opinion that they are in
control of their own lives; that their own actions and
decisions shape their lives. On the other hand, people with
low self efficacy see their lives as somewhat out of their
hands.
 Factors affecting self efficacy
Bandura points to four sources affecting self
efficacy;
1. Experience
2. Modelling
3. Social Persuasions
4. Physiological Factors
 Types of self efficacy
One can have self-efficacy beliefs about any human
endeavor.Three commonly studied types of self-efficacy
beliefs are
 Self-Regulatory Self-Efficacy: ability to resist peer
pressure, avoid high-risk activities
 Social Self-Efficacy: ability to form and maintain
relationships, be assertive, engage in leisure time activities
 Academic Self-Efficacy: ability to do course work,
regulate learning activities, meet expectancies
The three types of self-efficacy are positively related.
When we are talking about a negative relationship, it
simply means that the higher the individual’s
academic self-efficacy, the less his or her moral
disengagement. When we are talking about a
positive relationship, it means that the higher the
individual’s academic self-efficacy, the more he or
she engages in prosocial behavior.
 Tips for building employee self-
efficacy
 Don’t imply that employees are incompetent
 Don’t talk down to them about theor jobs
 Don’t find petty faults with their results
 Don’t criticize their work in front of their peers
 Don’t belittle the importance of their jobs or tasks
 Do praise them for their appropriate effort
 Do ask for their input
 Do listen carefully for their ideas for improvement
 Do share positive feedback from their peers with them
 Do provide formal recognition for their achievements.
 Self esteem
 People differ in the degree to which they like or dislike
themselves. This trait is called self-esteem.
 The research on SE offers some interesting insights into
organizational behavior. For e.g., self esteem is directly
related to expectations for success. High SE’s believe that
they posses the ability they need to succeed at work.
 Individuals with high SE will take more risks in job selection.
 Low SE are more susceptible to external influence
 In managerial positions low SE will tend to be concerned
with pleasing others
 High SEs are more satisfied with their jobs.
 Self Esteem
Self esteem is the opinion you have of yourself. It is based on
your attitude to the following:
 Your value as a person
 The job you do
 Your achievements
 How you think others see you
 Your purpose in life
 Your place in the world
 Your potential for success
 Your strengths and weaknesses
 Your social status and how you relate to others
 Your independence or ability to stand on your own feet
 I think this sums it up but you may be able to add a few other
important factors I have not included here.
 Organizational Roles
 A role is the part an individual plays in the work group.
 It have formal requirement (Jon related and explicit) as
well as informal requirement (social and implicit)
 The role a person plays is made up of the norms that the
groups has for the person filling a particular role.
Therefore role interaction between the person and the
group have profound impacts on cohesiveness and group
performance.
 Basic Role Episode

Expected Role Sent role Perceived role Enacted Role

 Basic Role Episode details
 The basic role episode sequence suggest that people in a group
expect a person in a particular role to act in certain ways. (expected
role)
Role expectation can lead to overload, will have negative consequence
 They transmit these expectations formally and informally by the
way of the sent role.
 The individual perceive the role expectations with varying levels of
accuracy, Perceived role
 Then the individual enacts his or her role, Enacted Role
 When errors creep into the role episode, however either role
ambiguity or role conflict can result.
 Role Ambiguity
Role Ambiguity occurs when a person is unsure
about the exact nature of a particular job and the
expectations others have of the individuals are
unclear.
Inadequate job description, vague instructions from a
supervisor, or unclear cues from coworkers can all
result in role ambiguity.
 Role Conflict
 Role conflict arises when expectations about a
person’s role in the group contradict one another.
 This is another possible disruption, which arises
when demand of or message about roles are
essentially clear but also contradict one another
somewhat.
 Factors in role conflict
All those factors whcich determines the role
expectations are associated with role conflict in
an org. It can classified into three categories.
Namely:
1. Role Ambiguity
2. Organizational positions
3. Personal Characteristics
 Type of conflict
 Interrole conflict : can occur when a person experiences
conflict among two or more roles.
 Intrarole conflict : can arises when a person gets
contradictory message from different people in the same
role.
 Intrasender conflict : the same person sends contradictory
message to the recipient.
 Person-role conflict : if there is some basic incongruence
between the person and his or her job
 Making Orgn. Role effective
 By proper role prescription
 Clarity in authority and responsibility
 Creating proper atmosphere for individuals need
satisfaction.
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