Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
•Chapter Ten:
•Leading and Managing Change

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-2
Learning Objectives
for Chapter Ten
•To understand the different elements of a successful change program
•
•To understand how leadership is linked to change activities

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-3
•Motivating Change
•Creating Vision
•Developing
•Political Support
•Managing the Transition
•Sustaining Momentum
•Effective
•Change
•Management
Change Management Activities

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-4
Motivating Change
•Creating Readiness for Change
–Sensitize the organization to pressures for change
–Identify gaps between actual and desired states
–Convey credible positive expectations for change
•Overcoming Resistance to Change
–Provide empathy and support
–Communicate
–Involve members in planning and decision making

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-5
Creating a Vision
•Discover and Describe the Organization’s Core Ideology
–What are the core values that inform members what is important in the organization?
–What is the organization’s core purpose or reason for being?
•Construct the Envisioned Future
–What are the bold and valued outcomes?
–What is the desired future state?

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-6
Developing Political Support
•Assess Change Agent Power
•Identify Key Stakeholders
•Influence Stakeholders

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-7
Sources of Power and
Power Strategies for Change Agents
•Knowledge
•Others’ Support
•Personality
•Playing it Straight
•Using Social
•Networks
•Going Around the
•Formal System
•
•
•
•Knowledge
•Others’ Support
•Personality
•
•
•
•Playing it Straight
•Using Social
•Networks
•Going Around the
•Formal System
•Individual Sources of Power
•Power Strategies

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-8
Managing the Transition
•Activity Planning
–What’s the “roadmap” for change?
•Commitment Planning
–Who’s support is needed, where do they stand, and how to influence their behavior?
•Change-Management Structures
–What’s the appropriate arrangement of people and power to drive the change?

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-9
Change as a Transition State
•
•
•
•Current
•State
•Transition
•State
•Desired
•Future
•State

•Cummings & Worley, 8e                    (c)2005 Thomson/South-Western
•10-10
Sustaining Momentum
•Provide Resources for Change
•Build a Support System for Change Agents
•Develop New Competencies and Skills
•Reinforce New Behaviors
•Stay the Course