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Lewin’s description of the change process as a break in the organization’s equilibrium state. |
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White-Water Rapids Metaphor |
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The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. |
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any alterations in the people, structure, or technology of an organization. |
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persons who act as catalysts and assume the responsibility for managing the change process. |
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Changing an organization’s structural components or its structural design |
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Adopting new equipment, tools, or operating methods that displace old skills and require new ones |
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Changing attitudes, expectations, perceptions, and behaviors of the workforce |
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Organizational Development (OD) |
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techniques or programs to change people and the nature and quality of interpersonal work relationships. |
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OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures. |
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an unexpected financial setback, the loss of a major customer, or a dramatic technological innovation by a competitor |
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the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. |
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factors that cause stress |
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work expectations that are hard to satisfy. |
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having more work to accomplish than time permits. |
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when role expectations are not clearly understood. |
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when roles force you to cross organizational boundaries |
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people who have a chronic sense of urgency and an excessive competitive drive. |
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people who are relaxed and easygoing and accept change easily. |
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the ability to combine ideas in a unique way or to make an unusual association. |
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turning the outcomes of the creative process into useful products, services, or work methods. |
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individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented |
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