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Prelims

Debra Orr (Roosevelt University, USA)

Team for Change: A Practitioner's Guide to Implementing Change in the Modern Workplace

ISBN: 978-1-80043-017-4, eISBN: 978-1-80043-016-7

Publication date: 8 April 2021

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Citation

Orr, D. (2021), "Prelims", Team for Change: A Practitioner's Guide to Implementing Change in the Modern Workplace, Emerald Publishing Limited, Leeds, pp. i-xv. https://doi.org/10.1108/978-1-80043-016-720211030

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited

Half Title Page

TEAM FOR CHANGE

Title Page

TEAM FOR CHANGE: A PRACTITIONER’S GUIDE TO IMPLEMENTING CHANGE IN THE MODERN WORKPLACE

by

DEBRA ORR

Roosevelt University, USA

United Kingdom – North America – Japan – India – Malaysia – China

Copyright Page

Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2021

Copyright © 2021 Emerald Publishing Limited

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Contact: permissions@emeraldinsight.com

No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters’ suitability and application and disclaims any warranties, express or implied, to their use.

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-80043-017-4 (Print)

ISBN: 978-1-80043-016-7 (Online)

ISBN: 978-1-80043-018-1 (Epub)

Dedication

To my husband, Fraser Smith, my children, Channing and Dex, and my parents, siblings and friends for their support and belief that I could do this.

Contents

List of Figures and Tables xi
About the Author xiii
Acknowledgments xv
1.  Foundations of Change 1
Complex or Merely Complicated? 3
History of Change and How Change Is Changing 4
  Unfreezing, Moving, Re-Freezing 4
  Transitions 5
  Kotter’s 8-Steps 6
  ADKAR 7
  Appreciative Inquiry 8
Bibliography 11
Resources, Organizations and Websites 12
2.  People 13
Knowledge Workers: X, Y and Z 14
Theory X, Y and Z 14
Generational Cohorts: Generations X, Y and Z 16
Group Development 18
Intercultural Differences 20
  Power Distance versus Egalitarianism 22
  Uncertainty Avoidance versus Risk-Taking 23
  Masculinity versus Femininity 23
  Individualism versus Collectivism 24
  Short-Term Orientation versus Long-Term Orientation 24
  Indulgence versus Restraint 25
Employee Engagement and Why Should We Care? 26
A Template for Helping People Work Together 27
Implications for Practice 27
Checklist 28
Principles of People-Centered Processes 28
Bibliography 31
Resources, Organizations and Websites 32
3.  Trust, Integrity, Values and Ethics 33
Template for Action for Trust, Integrity, Values and Ethics 36
Implications for Practice 36
Checklist 37
Bibliography 38
Resources, Organizations and Websites 38
4.  Shared Vision 39
Be Rationale and Focus on Learning 39
Be Vivid and Involving 40
Be Shared and Agreed Upon 42
Template for Action for Shared Vision 44
Implications for Practice 44
Checklist 44
Bibliography 45
Resources, Organizations and Websites 46
5.  Leadership and Social Networks 47
What Is Leadership? 47
Styles of Leadership and How They Are Useful in Change 48
Template for Action for Leadership and Social Networks 53
Implications for Practice 53
Checklist 54
Bibliography 54
Resources, Organizations and Websites 56
6.  Communication 57
The Environment of Communication 57
The Mechanisms of Communication 58
How Communication Travels 63
Template for Action in Communication 66
Implications for Practice 66
Checklist 67
Bibliography 67
Resources, Organizations and Websites 68
 7.  Explain Why 69
Template for Action for Explaining Why 71
Implications for Practice 72
Checklist 72
Bibliography 73
Resources, Organizations and Websites 74
 8.  Gain Commitment 75
Template for Action for Gaining Commitment 78
Implications for Practice 80
Checklist 80
Bibliography 81
Resources, Organizations and Websites 82
 9.  Resistance to Change 83
Template for Action on Managing Resistance 90
Implications for Practice 91
Checklist 91
Bibliography 92
Resources, Organizations and Websites 92
10.  Do Something Visual, Participatory and Prominent 95
Template for Action for Doing Something Visual, Participatory and Prominent 100
Implications for Practice 100
Checklist 101
Bibliography 101
Resources, Organizations and Websites 103
11.  Culture Counts 105
So What Exactly Is Culture? 105
Individual Change Agent Attributes Internal versus External 110
Template for Action for Managing Culture 112
Implications for Practice 112
Checklist 113
Bibliography 113
Resources, Organizations and Websites 114
12.  Explain How 115
Schedules for Implementation 116
Selecting a Change Method 117
Template for Action for Explaining How 118
Implications for Practice 120
Checklist 121
Bibliography 121
Resources, Organizations and Websites 121
13.  Teams and Involvement 123
Template for Action for Teams and Involvement 130
Implications for practice 131
Checklist 131
Bibliography 132
Resources, Organizations and Websites 133
14.  Sticking Changing 135
Types of Metrics and Data 137
Sustaining Change 141
Template for Maintaining Change 145
Implications for Practice 145
Checklist 146
Bibliography 146
Resources, Organizations and Websites 147
Index 149

List of Figures and Tables

Figures
Fig. 1. Values, Ethics and Unethical Behavior 35
Fig. 2. Culture and Values Defining Acceptable Behavior 108
Fig. 3. Homans’ A-I-S Cycle 128
Fig. 4. The Broaden and Build Paradigm 129
Fig. 5. Broadening and Building the A-I-S Cycle 130
Tables
Table 1.Comparison between Different Change Methods and Team for Change chapters 10
Table 2. Type of Communication, Channel Richness and Best Uses 62
Table 3. Communication Timeline 66
Table 4. A Basic Force Field Analysis 71
Table 5. Positions versus Interests in Change Management 90
Table 6. Examples of Change Readiness Questions 109
Table 7. Change Management Method Selection Tool 119

About the Author

Debra Orr, PhD, is a 2020 Literati Award Winner for Outstanding Paper and an Associate Professor of Organizational Leadership and Organization Development at Roosevelt University in Chicago. She is an active consultant, working with organizations both large and small. As an award-winning writer and an award-winning change-management consultant, on-going researcher and frequent academic presenter, Dr Orr is a scholar-practitioner concentrating her efforts on bringing the newest academic research to life within the context of organizations. In this book, she shares her approach to working through the change process by helping to tailor the methods for each unique situation, individual and organization.

Acknowledgments

Gratitude to Donnette Noble, PhD and Jennifer Muryn, PhD for their willingness to read the drafts of this book and their wise feedback in response to those readings.

Appreciation to all of the research participants in this book who so openly told their stories and were willing to allow me to publish them in this book.

Gratitude to Fiona Allison for working with me.

Indebted to all of the organization development colleagues, clients and teachers who have brought me thus far. I recognize my Benedictine University mentors, my Roosevelt University colleagues and those I’ve met in my professional consulting journey.

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