Organizational Behavior, Real
Solutions to Real Challenges, 1st
Edition by Timothy Baldwin
Complete Chapter Solutions Manual
are included (Ch 1 to 15)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
Chapter 1 - OB: What it Is and Why It Matters
Chapter 2 – The Central Role of People In Organizations
Chapter 3 – Individual Differences
Chapter 4 – Workplace Stress
Chapter 5 - Problem Solving
Chapter 6 – Organizational Ethics
Chapter 7 – Persuasive Communication
Chapter 8 – Motivation
Chapter 9 – Conflict & Negotiation
Chapter 10 – Power & Influence
Chapter 11 – Leadership
Chapter 12 – Team Effectiveness
Chapter 13 – Culture & Diversity
Chapter 14 – Organizational Structure & Design
Chapter 15 – Making Change
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch15-1)
Chapter 15
Making Change
Chapter Contents
Chapter Overview 15-2
Learning Objectives 15-2
Discussion Starters 15-2
Chapter Outline, Resources, and Suggested Connect Exercises 15-3
Connect Exercises 15-5
Text Features: 15-8
Suggested Responses, Additional Discussion Questions, and Activities
OB in Action Case: Suggested Answers 15-11
Group Activities and Follow-Up Activities 15-12
15-1
, Chapter Overview
Change needs to happen throughout organizations if they are to remain relevant and
competitive in a fast-changing world. This chapter on organizational change begins by
discussing the challenge of change and distinguishing between planned change and
unplanned change. It then goes on to examine several models of the change process,
including Lewin’s unfreeze-change-refreeze model, Bridges’s model of transitions,
Bolman and Deal’s four frames model, and Kotter’s eight-stages-of-change model.
Next, drawing heavily on the models discussed earlier, the chapter offers the FOCUS
actionable framework for change, which is composed of five steps:
• Step 1: Frame the problem. (Understand the context)
• Step 2: Set outcome goals, not just activities.
• Step 3: Contract with key parties; never make change alone.
• Step 4: Seek urgency in behavior changes, but not fear.
• Step 5: Sustain the change.
The chapter concludes by examining resistance to change and techniques for reducing
opposition to change. It suggests six strategies for overcoming resistance: (1) Educate
and communicate, (2) Ensure participation and involvement, (3) Offer facilitation and
support, (4) Negotiate and get agreement, (5) Make judicious use of manipulation and co-
optation, and (5) Resort to explicit and implicit coercion.
Learning Objectives
15.1: Describe the challenge of making change.
15.2: Describe the types of change.
15.3: Compare different change models.
15.4: Apply an actionable framework with strategies for making change.
15.5: Diagnose sources of and options for reducing change resistance.
Discussion Starters
1. Must change always be difficult?
2. Why do people often resist change? (After the discussion, you might point students to
Table 15.1, “Why People Resist Change,” on p. 363.)
3. In personal and professional contexts, what can result from an unwillingness to
change?
15-2
Solutions to Real Challenges, 1st
Edition by Timothy Baldwin
Complete Chapter Solutions Manual
are included (Ch 1 to 15)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
Chapter 1 - OB: What it Is and Why It Matters
Chapter 2 – The Central Role of People In Organizations
Chapter 3 – Individual Differences
Chapter 4 – Workplace Stress
Chapter 5 - Problem Solving
Chapter 6 – Organizational Ethics
Chapter 7 – Persuasive Communication
Chapter 8 – Motivation
Chapter 9 – Conflict & Negotiation
Chapter 10 – Power & Influence
Chapter 11 – Leadership
Chapter 12 – Team Effectiveness
Chapter 13 – Culture & Diversity
Chapter 14 – Organizational Structure & Design
Chapter 15 – Making Change
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch15-1)
Chapter 15
Making Change
Chapter Contents
Chapter Overview 15-2
Learning Objectives 15-2
Discussion Starters 15-2
Chapter Outline, Resources, and Suggested Connect Exercises 15-3
Connect Exercises 15-5
Text Features: 15-8
Suggested Responses, Additional Discussion Questions, and Activities
OB in Action Case: Suggested Answers 15-11
Group Activities and Follow-Up Activities 15-12
15-1
, Chapter Overview
Change needs to happen throughout organizations if they are to remain relevant and
competitive in a fast-changing world. This chapter on organizational change begins by
discussing the challenge of change and distinguishing between planned change and
unplanned change. It then goes on to examine several models of the change process,
including Lewin’s unfreeze-change-refreeze model, Bridges’s model of transitions,
Bolman and Deal’s four frames model, and Kotter’s eight-stages-of-change model.
Next, drawing heavily on the models discussed earlier, the chapter offers the FOCUS
actionable framework for change, which is composed of five steps:
• Step 1: Frame the problem. (Understand the context)
• Step 2: Set outcome goals, not just activities.
• Step 3: Contract with key parties; never make change alone.
• Step 4: Seek urgency in behavior changes, but not fear.
• Step 5: Sustain the change.
The chapter concludes by examining resistance to change and techniques for reducing
opposition to change. It suggests six strategies for overcoming resistance: (1) Educate
and communicate, (2) Ensure participation and involvement, (3) Offer facilitation and
support, (4) Negotiate and get agreement, (5) Make judicious use of manipulation and co-
optation, and (5) Resort to explicit and implicit coercion.
Learning Objectives
15.1: Describe the challenge of making change.
15.2: Describe the types of change.
15.3: Compare different change models.
15.4: Apply an actionable framework with strategies for making change.
15.5: Diagnose sources of and options for reducing change resistance.
Discussion Starters
1. Must change always be difficult?
2. Why do people often resist change? (After the discussion, you might point students to
Table 15.1, “Why People Resist Change,” on p. 363.)
3. In personal and professional contexts, what can result from an unwillingness to
change?
15-2
