|
|
|
Chapter 10
|
|
|
change agent
|
the person formally in charge of guiding a change effort
|
|
change forces
|
forces that produce differences in the form, quality, or condition of an organization over time
|
|
change intervention
|
the process used to get workers and managers to change their behaviour and work practices
|
|
coercion
|
using formal power and authority to force others to change
|
|
compression approach to innovation
|
an approach to innovation that assumes that incremental innovation can be planned using a series of steps, and that compressing those steps can speed innovation
|
|
conversations for closure
|
conversations that end the change process by indicating that the work is done and the change process is complete
|
|
conversations for performance
|
conversations about action plans, in which managers and workers make specific requests and promise specific results
|
|
conversations for understanding
|
conversations that generate a deeper understanding of why change is needed, what problems have been occurring, and what might be done to solve those problems
|
|
creativity
|
the production of novel and useful ideas
|
|
design competition
|
competition between old and new technologies to establish a new technological standard or dominant design
|
|
design iteration
|
a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype.
|
|
dominant design
|
a new technological design or process that becomes the accepted market standard
|
|
era of ferment
|
phase of a technology cycle characterized by technological substitution and design competition
|
|
experiential approach to innovation
|
an approach to innovation that assumes a highly uncertain environment, and uses intuition, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding
|
|
General Electric Workout
|
a three-day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems
|
|
generational change
|
change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology
|
|
incremental change
|
the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design
|
|
initiative conversations
|
conversations that start the change process by discussing what should or needs to be done to bring about change
|
|
innovation streams
|
patterns of innovation over time that can create sustainable competitive advantage
|
|
milestones
|
formal project review points used to assess progress and performance
|
|
multifunctional teams
|
work teams composed of people from different departments
|
|
organizational change
|
a difference in the form, quality, or condition of an organization over time
|
|
organizational development
|
a philosophy and collection of planned change interventions designed to improve an organization’s long-term health and performance
|
|
organizational dialogue
|
the process by which people in an organization learn to talk effectively and constructively with each other
|
|
organizational innovation
|
the successful implementation of creative ideas in organizations
|
|
refreezing
|
supporting and reinforcing the new changes so they “stick”
|
|
resistance forces
|
forces that support the existing state of conditions in organizations
|
|
resistance to change
|
opposition to change resulting from self-interest, misunderstanding and distrust, or a general intolerance for change
|
|
results-driven change
|
change created quickly by focusing on the measurement and improvement of results
|
|
S-curve pattern of innovation
|
a pattern of technological innovation characterized by slow initial progress, then rapid progress, and then again by slow progress as a technology matures and reaches its limits
|
|
technological discontinuity
|
scientific advance or unique combination of existing technologies that creates a significant breakthrough in performance or function
|
|
technological substitution
|
purchase of new technologies to replace older ones
|
|
technology cycle
|
cycle that begins with the “birth” of a new technology and ends when that technology reaches its limits and is replaced by a newer, substantially better technology
|
|
testing
|
systematic comparison of different product designs or design iterations
|
|
transition management team (TMT)
|
a team of 8 to 12 people whose full-time job is to completely manage and coordinate a company’s change process
|
|
unfreezing
|
getting the people affected by change to believe that change is needed
|
