3 BUSINESS CULTURE • Toplak Cirila in soavtorji (2002): Moderiranje skupinskih procesov: priročnik za moderatorje. 2. dopolnjena izdaja. Ljubljana: Umanotera. • Video on Disney Strategy on: http://www.youtube.com/watch?v=ZABK0PacN-E • Web Page on Slovenian Association of Facilitators on: http://www.drustvo-moderatorjev.si/ • What is culture on: http://www.buzzle.com/articles/what-is-culture.html • Yagosesky Renny: El arte de saber escuchar: http://www.gestiopolis.com/canales2/rrhh/1/escuchar.htm 45
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 4 Module 4: CHANGE PROCESS Mag. Anton Prettenhofer 4.1 Learning objectives of the module When dealing with new technologies and innovation you are always being confronted with the processes of adoption and change. Transferring new technologies to various selected target groups (experts, employees or consumers) means that attitudes and behavior has to be changed in order to accept and implement the new technology. The objectives of this module “Change Process” within the framework of the whole technology transfer training are the following: • Understanding the dynamic evolution process of organizations • Developing change management skills • Discover proven ways to lead a change process successfully • To give a general view of the tools of change management • To get an understanding of a constructivistic approach to resistance to change This module focuses on the process of change, which is divided into various steps. When leading a change process step by step the change agents or facilitators have to, additionally, attend to emotions, feelings, and existing behavioral aspects of the affected group of people. 4.2 Keywords Change Management, Change Process, Resistance to Change 4.3 Introduction Change is a phenomenon that has accompanied humanity from the very beginning. Life in the here and now may be experienced as a constant, but if we view life from a different perspective – a higher one – then continuous alteration, adaptation, and change are revealed as perfectly normal, whereas stability and resistance against these changes prove to be merely life-supporting for the short term. The more societies, organizations, and people seek safety in stability and continuity, the more imperative it is to face changing circumstances actively or, beyond that, to initiate change oneself. The reasons for change lie in varying circumstances, new challenges and demands on people and organizations. Recognizing these external changes and knowing the right responses is a great challenge. In recent decades the rate of change has increased massively which compounds the problem. Development phases of new technologies, product life cycles are continuously shortened; recently introduced technologies are immediately surpassed by further innovation. The first generation Golf I had a life cycle of 9 years (1974 to 1983), the next to last generation Golf VI was present in the market for only 6 years (2003 to 2009). The concept of change has increasingly become a necessity for organizations. They do not have an alternative, they have to face that phenomenon and manage change in order to be successful. Therefore, a progressively important segment emerged at the beginning of the 60s of the last century – Change Management – it strives to provide answers concerning the increasing pressure to adapt and change. 4.4 Typology of change Change Management focuses on the following types of change: • Strategic Change (Diversification, new core technology, change of the business system) • Revolutionary Change (high magnitude, high pace, radical, abrupt change) • Top down Change (top management driven, external orientation, strategic change) Change Management sets itself apart from continuous change, KAIZEN, and optimization processes through the high relevancy of change - the predominately external catalyst - and by being future oriented. It focuses on changing the business model resp. the organization and not on adaptations and improvements. 4.5 The process of change 4.5.1 Lewin’s phase model of change A very early publication by the German-American psychologist Kurt Zadek Lewin is dedicated to the process of change. In this early model of change Lewin described change as a three- stage process. 46
Change language