1. Tuning:
The most common, least intense, and least risky type of change. Also known as
preventive maintenance and kaizen (continuous improvement). Key is to actively
anticipate and avoid problems rather than waiting for something to go wrong
2. Adaptation: Incremental changes that are in reaction to external problems, events, or pressures. 3. Reorientation: Change that is anticipatory and strategic in scope and causes the organization to be significantly redirected. Also called “frame bending” (Nadler and Tushman).
4. Re-Creation: Intense, risky, and decisive change that reinvents the organization. Also called “frame breaking” (Nadler and Tushman)
2. Adaptation: Incremental changes that are in reaction to external problems, events, or pressures. 3. Reorientation: Change that is anticipatory and strategic in scope and causes the organization to be significantly redirected. Also called “frame bending” (Nadler and Tushman).
4. Re-Creation: Intense, risky, and decisive change that reinvents the organization. Also called “frame breaking” (Nadler and Tushman)
Individual Reactions to Change happens on an
individual level, even in the workplace. How People Respond to Changes They
Like
Three-stage process
1. Unrealistic
optimism
2. Reality
shock
3. Constructive
direction
How People Tend to Respond to Changes
They Like
On-the-Job changes generally are more feared than
welcomed. How People Respond to Changes They Fear and Dislike.
Stages
1. Getting
off on the wrong track
2. Laughing
it off
3. Growing
self-doubt
4. Buying
in
5. Constructive
direction
How People Respond to Changes They Fear
and Dislike
How to Help Individuals Deal with
Change: A Contingency Approach
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