Organizational Behavior implementing the change Tomáš Ondráček ondracek.t@mail.muni.cz Faculty of Economics and Administration, Masaryk University 2020 Introduction Introduction ·ORBE ·2020 2 / 23 Introduction Gartner Hype Cycle (Gartner, 2020) ·ORBE ·2020 3 / 23 Introduction core activities recognizing and starting diagnosing and formulating planning implementing and reviewing sustaining leading and managing learning (Hayes, 2014: 436) ·ORBE ·2020 4 / 23 Due Diligence Due Diligence ·ORBE ·2020 5 / 23 Due Diligence range and complexity of issues an industry and competitor analysis a product and market analysis an assessment of the target’s management talent an analysis of management fit an assessment of potential synergies and technical issues a review of the terms and conditions of employment an assessment of the compatibility of pension funds and so on (Hayes, 2014: 438) ·ORBE ·2020 6 / 23 Due Diligence fragmentation of the data collection external help strategic fit practical implementation (Hayes, 2014: 438) ·ORBE ·2020 7 / 23 Due Diligence access to information and resources obstacles insufficiency ignorance time (Hayes, 2014: 438) ·ORBE ·2020 8 / 23 Psychological Issues Psychological Issues ·ORBE ·2020 9 / 23 Psychological Issues mindset leader team shareholders stakeholders ·ORBE ·2020 10 / 23 Psychological Issues communication planning to maximize the likelihood of successful communication to coordinate the communication of ‘secrets’ to coordinate internal and external messages to provide a contingency plan (Hayes, 2014: 443) ·ORBE ·2020 11 / 23 Psychological Issues managing stakeholders Aligning and coordinating Promoting trust and procedural justice Responding to pressure to deliver quick wins socioemotional support (Hayes, 2014: 446–448) ·ORBE ·2020 12 / 23 Problems and Obstacles Problems and Obstacles ·ORBE ·2020 13 / 23 Problems and Obstacles types of problems I/II practical theoretical procedural evaluation moral personal non-personal ... ·ORBE ·2020 14 / 23 Problems and Obstacles types of problems II/II well-defined vs. unknown or insufficiently defined routine vs. unexpected real generic generic for an institution real unique first of many konvergent divergent ... ·ORBE ·2020 15 / 23 Problems and Obstacles biases I/IV Cognitive biases Anchoring Apophenia Attribution bias Confirmation bias Framing Halo effect Horn effect Self-serving bias Status quo bias ·ORBE ·2020 16 / 23 Problems and Obstacles biases II/IV Conflicts of interest Bribery Favoritism Funding bias Insider trading Lobbying Match fixing Regulatory issues Shilling ·ORBE ·2020 17 / 23 Problems and Obstacles biases III/IV Statistical biases Contextual biases Academic bias Educational bias Experimenter bias Full text on net bias Inductive bias Media bias Publication bias Reporting bias & social desirability bias ·ORBE ·2020 18 / 23 Problems and Obstacles biases IV/IV Prejudices Classism Lookism Racism Sexism ·ORBE ·2020 19 / 23 Problems and Obstacles dealing with problems 1. problem identification, specification, ... 2. goal determination, criteria, ... 3. ways proposals ... 4. execution realization, (simulation,) ... 5. evaluation ·ORBE ·2020 20 / 23 Problems and Obstacles strategies I/II understanding reformulation cause or root external help logic deduction, induction, abduction, analogy, ... ·ORBE ·2020 21 / 23 Problems and Obstacles strategies II/II searching for starting points evaluating solution optimum, ... working with problem solvers multi-strategic ... ·ORBE ·2020 22 / 23 Sources Gartner. (2020). Hype cycle research methodology. Retrieved from https://www.gartner.com/en/research/methodologies/gartner-hype-cycle Hayes, J. (2014). The theory and practice of change management. Palgrave MacMillan.