https://www.youtube.com/watch?v=uhrbO7lrHro&t=8s

Watch the video and answer

1. How can you make organizational change "stick"?
2. What are the three stages in the model?
3. What imagery is Lewin's Change Model illustrated by?
4. How is Lewin's Model different (if at all) from The Systems Model of Change or are they best used in combination?
5. Identify a key ingredient needed to achieve meaningful organization change?

adamata'uuldbc3989d59'l'9w , ., u a ational change is administrative or technological it can be adaptive, innovative, or radzi' plexity, cost, and uncertainty and (2) its potential for generating employee resistance. 71 ' Threatening. Adaptive Change\"We' ve Seen Stuff Like This Before . ng is the reintroduction of a familiar practicethe implementation of a form of change that has . I the same organization. 0f the three forms of change discussed' in this section, adaptive change' is the: Easiest to implement successfully This form of change' 1s lowest' in complexity, cost, and uncertainty. as! threatening to employees. Because it is familiar, adaptive change ls likely to create the least resistance apiive change is fairly common and often arises due to predictable, seasonal uctuations in demand Two I ' nual Labor Day sale, a department store may ask its sales employees_ to war 12 Examples: During the an unting department may require an increase in work usual 8. During tax-preparation time. a store' 5 acco "This Is Something ' 1 9: is the introduction of a practice that 15 new to the organization. 111119 What Threatening: Innovative Change rm of change is characterized byitmde ' ' 5 less familiar than we ve acult to implement. This f0 #1 gto employees Because 1t1 new it i \"it Janmo'iicm' 'commu' mil f" f (- > c 6 prod.reader-ui,prod.mheducation.com/epub/sn_b3da/data-uuid-c3989d5919ca4f2f93baea188c8cb00b *y z: In the unfreezing stage, managers try to instill in employees the motivation to change, encouraging them to let go ofattildet that are resistant to innovation. For this \"nnfreezing\" to take place, employees need to become dissatised with the old way of Managers also need to reduce the barriers to change during this stage A o Walmart Example: Bossa Nova inventory robotsautonomous devices that travel up and down retail store aisles checking , . identifying misplaced items, and discovering pricing issuesare currently at work in at least 1,000 Waimart stores..Howdoes company manage the unfreezing stage and convince store employees to adopt the change each time it Introduces is robot in location? Bossa Nova co-founder and chief technology officer Sarjoun Skaff said, \"In general terms. we position the robot as a productivity tool, the modern equivalent of a bar-code scanning gun. We see the robot viewed as a tool or even as a part 01th team."75 Walmart's VP of innovations, John Crecelius, said that the companyhas not had a hard time convincing employees there is an \"opportunity for the new technology to free them up from focusing on tasks that are repeatable, predictable and manuaif'75 it. 2. \"Changing\": Learning New Ways of Doing Things In the changing stage, employees need to be given the tools for change: new information, new perspectives, new models of bah Managers can help here by providing benchmarking results, role models, mentors, experts, and training Change is more N accepted if employees possess the career readiness competencies of proactive learning orientation and openness to ohm ( 152 of 351 > Aa Walmart Example: In the changing stage, Walmart invested heavily in training its employees to work alongside the robots. Accenture's managing director H. James Wilson said, "Walmart showed the importance of a 'getting to know you' period," adding, "A worker may feel it's an ethical violation if they don't get a proper introduction to their new Al colleague. Doing a week- or month- long demo helps workers understand how the Al works, which tasks it will handle, and so forth."78 3. "Refreezing": Making the New Ways Normal In the refreezing stage, employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things. Managers can assist by encouraging employees to exhibit the new change and then, through additional coaching and modeling, by reinforcing the employees in the desired change, as we'll discuss in ! Section 10.5 Walmart Example: In the refreezing stage, Walmart employees who work with the robots have, according to one report from MIT, wholeheartedly embraced the chance. / Bossa Nova's chief business officer Martin Hitch said, "This boring, repetitive task of scanning the shelves-we have yet to meet someone who has liked to do that. Employees instantly become the advocates for the robot." Store employees have competitions to name their robots before giving each its own Walmart name tag. Finally, said Hitch, employees have taken to defending the robots by educating shoppers about their benefits. Page 430 A Systems Approach to Change Change creates additional change-that's the lesson of systems theory. Promoting someone from one group to another, for instance, may change the employee interactions in both (as from cordial to argumentative, or the reverse). Adopting a team-based structure may require changing the compensation system to pay bonuses based on team rather than individual performance. A systems approach to change presupposes that any change, no matter how small, has a rippling effect throughout an organization. 80 . A system, you'll recall from ! Chapter 2, is a set of interrelated parts that operate together to achieve a common purpose. The systems approach can be used to diagnose what to change and determine the success of the change effort. The systems model of change consists of three parts: (1) inputs, (2) target elements of change, and (3) outputs. (See C Figure 10.3.) esc @ O O delete W H 5 Y U O P Q W E R T tab S D F G H J K A M