Organizational Behavior communicating change Tomáš Ondráček ondracek.t@mail.muni.cz Faculty of Economics and Administration, Masaryk University 2020 Introduction Introduction ·ORBE ·2020 2 / 32 Introduction the reasons for leaving I/II Advancement opportunity Benefits Better-paying job Bureaucracy Career change Commuting time or distance Concerns about organization’s future Conflict with coworker Discrimination based on race, gender, religion, etc. Dishonest or unethical leaders or managers Distrust of, or loss of confidence in, senior leaders Excessive workload Favoritism Fear of job elimination Geographic location of the job Health concerns Ideas not welcomed Immediate supervisor Inability to master the job Inflexible work hours Insufficient challenge Insufficient or inappropriate training Insufficient resources to do the job Job elimination Job itself Job responsibilities Job security Limited earnings potential Little or no bonus Little or no empowerment Little or no growth or developmental opportunity Little or no performance feedback Negative work environment No authority to do the job No career path No consequences for nonperformers No way to voice concerns Not allowed to complete the job Not allowed to do the job my own way Not paid competitively Not paid in proportion to contributions Not recognized for contributions Organization culture Organization instability or turmoil Organization politics Outdated or inadequate equipment Physical facility noisy, dirty, hot, or cramped Poor communication Poor teamwork Retirement Return to school Self-employment Sexual harassment Spouse relocation Stress Timeliness of pay increases Too many changes Treated poorly Uncaring leadership Unfair pay increases Unfair performance appraisal process Unfair promotion practices Unfair rules, policies, or procedures Unwanted change in job duties Unwanted relocation Vacation policyWork-life imbalance ((Institute, 2020) via (Branham, 2019: 17–19)) ·ORBE ·2020 3 / 32 Introduction the reasons for leaving II/II ((Institute, 2020) via (Branham, 2019: 21)) ·ORBE ·2020 4 / 32 Introduction general factors The Need for Trust The Need to Have Hope The Need to Feel a Sense of Worth The Need to Feel Competent (Branham, 2019: 19–21) ·ORBE ·2020 5 / 32 Psychological Contracts Psychological Contracts ·ORBE ·2020 6 / 32 Psychological Contracts psychological contracts psychological contracts Psychological contracts can be described as implicit and explicit understandings of expectations between employees and employers. (Argyris, 1960; Coyle-Shapiro & Parzefall, 2008; J. P. Kotter, 1973) ·ORBE ·2020 7 / 32 Psychological Contracts psychological contracts: examples organizations may expect employees to: be loyal keep trade secrets work hard and do their best for the organization employees may expect that they will: receive an equitable level of remuneration be treated fairly and with dignity have some level of security of employment have some level of autonomy have an opportunity to learn and develop (Hayes, 2014: 234) ·ORBE ·2020 8 / 32 Psychological Contracts psychological contracts: examples organizations may expect employees to: be loyal keep trade secrets work hard and do their best for the organization employees may expect that they will: receive an equitable level of remuneration be treated fairly and with dignity have some level of security of employment have some level of autonomy have an opportunity to learn and develop (Hayes, 2014: 234) ·ORBE ·2020 9 / 32 Overcoming an Undermining Overcoming an Undermining ·ORBE ·2020 10 / 32 Overcoming an Undermining factors that can undermine support for change low trust low tolerance for change different assessments parochial self-interest (J. Kotter & Schlesinger, 1979) ·ORBE ·2020 11 / 32 Overcoming an Undermining factors that can undermine support for change education and persuasion involvement facilitation and support negotiation manipulation and co-option explicit and implicit coercion goal setting (Hayes, 2014: 240–244) ·ORBE ·2020 12 / 32 Overcoming an Undermining an expectancy model of motivation (Lawler III & Suttle, 1973: 483) ·ORBE ·2020 13 / 32 Overcoming an Undermining an equity of treatment (Hayes, 2014: 246) ·ORBE ·2020 14 / 32 Overcoming an Undermining assesment value given by stakeholders extent of the effect of the situation impact of change (Hayes, 2014: 240–244) ·ORBE ·2020 15 / 32 Overcoming an Undermining stakeholder, effort–performance, expectancies stakeholder effort–performance expectancies ·ORBE ·2020 16 / 32 Overcoming an Undermining stakeholder, effort–performance, expectancies potential misunderstandings education develop a clear understanding education and persuasion helping stakeholders understand the consequences participation and involvement providing stakeholders with an opportunity to be involved in the planning of the change (Hayes, 2014: 249) ·ORBE ·2020 17 / 32 Overcoming an Undermining stakeholder, effort–performance, expectancies impact of change on relevance of competences planning develop a clear understanding participation helping stakeholders understand the consequences training and development providing stakeholders with an opportunity to be involved in the planning of the change (Hayes, 2014: 249) ·ORBE ·2020 18 / 32 Overcoming an Undermining stakeholder, performance–outcome, expectancies stakeholder performance–outcome expectancies ·ORBE ·2020 19 / 32 Overcoming an Undermining stakeholder, performance–outcome, expectancies stakeholder performance–outcome expectancies planning modifying the change to strengthen the links between performance and the achievement of valued outcomes persuasion persuading individuals that the change will actually strengthen these links participation involving stakeholders in the diagnosis, planning, and implementation of the change (Hayes, 2014: 249) ·ORBE ·2020 20 / 32 Overcoming an Undermining stakeholder perceptions of equity stakeholder perceptions of equity ·ORBE ·2020 21 / 32 Overcoming an Undermining stakeholder perceptions of equity stakeholder perceptions of equity education and persuasion helping people who feel this way recognize all the potential gains available to them and ensuring that they fully understand the possible losses if the change is not implemented planning exploring possibilities for improving the availability of valued outcomes planning exploring the possibility of redistributing costs and benefits participation involving stakeholders in the diagnosis, planning, and implementation of the change (Hayes, 2014: 249) ·ORBE ·2020 22 / 32 Overcoming an Undermining adjusting to change adjusting to change ·ORBE ·2020 23 / 32 Overcoming an Undermining adjusting to change a change as a personal transition (Bridges, 2009) ·ORBE ·2020 24 / 32 Overcoming an Undermining adjusting to change the stages of psychological reaction (Hayes, 2014: 261) ·ORBE ·2020 25 / 32 Overcoming an Undermining stakeholder perceptions of equity stakeholder perceptions of equity ·ORBE ·2020 26 / 32 Overcoming an Undermining stakeholder perceptions of equity stakeholder perceptions of equity For individuals it takes time for them to make the adjustments it can help them to know that their own experience are normal the process can be managed For change managers: it is important to recognize that there will often be a time lag between the announcement of a change and an emotional reaction to it any given change will have different implications for different individuals or groups the cycle cannot be avoided (Hayes, 2014: 264) ·ORBE ·2020 27 / 32 Overcoming an Undermining Learning Curve Learning Curve ·ORBE ·2020 28 / 32 Overcoming an Undermining Learning Curve Gartner Hype Cycle (Gartner, 2020) ·ORBE ·2020 29 / 32 Overcoming an Undermining Learning Curve The Dunning-Kruger effect (Ehlert, 2018) ·ORBE ·2020 30 / 32 Overcoming an Undermining Learning Curve The Dunning-Kruger effect in inovation (Ehlert, 2018) ·ORBE ·2020 31 / 32 Sources Argyris, C. (1960). Understanding organizational behavior. Dorsey. Branham, L. (2019). The 7 hidden reasons employees leave: How to recognize the subtle signs and act before it’s too late. Amacom. Bridges, W. (2009). Managing transitions: Making the most of change. Da Capo Press. Coyle-Shapiro, J. A., & Parzefall, M. (2008). Psychological contracts. The SAGE handbook of organizational behavior, 1, 17–34. Ehlert, U. (2018, Mar). The dunning-kruger effect in innovation. Retrieved from https:// understandinginnovation.blog/2015/07/03/the-dunning-kruger-effect-in-innovation/ 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. Institute, S. (2020). Saratoga Institute research of employee commitment, satisfaction, and turnover conducted from 1996 to 2003, involving current and former employees in eighteen different organizations. Kotter, J., & Schlesinger, L. (1979). Choosing strategies for change. Harvard Business Review. doi: 10.1007/978-1-349-20317-8_21 Kotter, J. P. (1973). The psychological contract: Managing the joining-up process. California management review, 15(3), 91–99. Lawler III, E. E., & Suttle, J. L. (1973). Expectancy theory and job behavior. Organizational behavior and human performance, 9(3), 482–503.