FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR, Fifth Edition
Andrew J. DuBrin
Video Labs: Chapter #16-Organizational Change and Innovation
Organizational Change Management
Organizational change is presented 345-352 of the textbook. In this video, Organizational Change Management (OCM) is the investment by the leadership to bring about the desired individual and organizational performance levels during the change phase. It helps organizations to build clarity in visions, goals, roles, and processes. OCM addresses the critical people-related issues arising as a result of different business decisions that lead to business challenges. Although this video is an infomercial, and it does not present specific solutions, it raises many important issues in relation to managing change.
People must adapt to change in organizations because change is a constant. Many workers have difficulty in managing unpredictability. When change is not manager well the results can be attrition, lower quality, and customer complaints. Change specialists brought into an organization can identify barriers to accepting change, and can also identify roadmaps for accepting change. The advantages of successful change management include increased productivity and project cost control.
Run Time: 3:37
Sell Dreams, Not Products
Behavioral principles of innovation are presented in pages 360-362 of the textbook. Author Carmen Gallo focuses on what he considers to be to be the late Steve Jobs most important innovation secret—sell dreams not products. To have effective innovative products, it is necessary to satisfy customer needs. Customers care about themselves, rather than caring about your company or your products. Jobs believed that customers are the true creative spirit in bringing about product acceptance. The better you know your customers, the better you can satisfy their dreams. Run Time: 4:10
Overcoming Resistance to Change—Isn’t It Obvious
Resistance to change and how to overcome it is discussed on pages 363-365 of the textbook. This video focuses on the key idea that people resist change because in their perception, the benefits of the change do not outweigh the status quo. The suggestions for change might be perceived as being no good, with the analogy drawn of asking someone to climb a mountain. What the person is doing now might seem preferable to undergoing the change. An introductory point is made that people quite often accept change in personal life when the change appears to be favorable. Run Time: 6:14