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Module-4

Resistance toChange

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Resistance

3. Oppose

4. Argue5. Obstruct

Resistance

3. Stall

4. Dismantle5. Undermine

Resistance

3. Observe

4. Refrain

5. Wait

Resistance

3. Ignore

4. Withdraw

5. Avoid

Active

Passive

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Phases in Change Management

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Resistance is incomplete transition in

response to change

Resistance is any conduct that serves tomaintain the status quo in the face of

pressure to alter the status quo.

Resistance is temporary attraction to

state of equilibrium.

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Resistance to change

Resistance to change can also be a

source of functional conflict.

For example, resistance to areorganization plan or a change in a

product line can stimulate a healthy

debate over the merits of the idea

and result in a better decision.

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But there is a definite downside to

resistance to change. It hinders

adaptation and progress.

Resistance to change doesn't

necessarily surface in standardized

ways. Resistance can be overt,

implicit, immediate, or deferred.

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Factors causing Resistance to Change

Fear of unknown

Such fear is due to uncertainty about the

nature of change, feelings that one does not

know what is doing and what the future holds.Loss of control

Feeling that change is being done to the

person, worry that one has no say in thesituation and the events that are taking place.

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Factors causing Resistance to Change

Loss of faceFeeling of embarrassment as a result of

change and discerning it in such a way that

the things one has done in the past werewrong.Loss of competencyFeeling that the existing skills and

competencies that the person has will nolonger be of any use after the change has takeplace

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Factors causing Resistance to Change

Need for security

Worry about ones potential role after the

change has taken place

Poor timing

Feeling surprised on how the change

has been sprung on the person beingasked to change at time when one

already feels overworked.

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Factors causing Resistance to Change

Force of habit

Feeling comfort in the existing routines

and habits and not liking to change

existing way of things

Lack of support

Lack of support of direct supervisors andresources

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Factors causing Resistance to Change

Lack of confidence

Confident of making things better than

before

Resentment

Feeling angry due to a lack of respect for

the people involved and over the wayone has treated during past change

efforts

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Why People Resist Change in theWorkplace

1) An individuals predispositiontoward change

2) Surprise and fear of theunknown

3) Climate of mistrust

4) Fear of failure5) Loss of status and/or job

security

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Why People Resist Change in theWorkplace Cont.

1) Peer pressure

2) Disruption of culturaltraditions and/or grouprelationships

3) Personality conflicts

4) Lack of tact and/or poortiming

5) Nonreinforcing reward

systems

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Which resistance is experienced.

Resistance to the change itself.

Resistance to the change strategy.

Resistance to the change agent.

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Sources of Resistance

Individual factors

Group factorsOrganizational factors

Social factors

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Sources of Resistance to Change

Individual Resistance

* Perception

* Personality

* Habit

* Threats to powerand influence

* Fear of the unknown

* Economic reasons

Organizational

Resistance

* Organization design

* Organizational culture

* Resource limitations* Fixed investments

* Interorganizational

agreements

Resistance to Change

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Reasons for Adverse Reactions to Change

Loss of jobReduction of career prospects

Down grading of workEffects in payLoss of status - empires

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Reduction in responsibility or job

interestNeed to learn new skillsNew and unknown bossesNew and known (!) bossesBreak up of established work groups

Transfer to new, unknown (known!)locations or departments

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Resistance to change is the action taken

by individuals and groups when they

perceive that a change that is occurring

as a threat to them.

Sources of resistance are not always

clear, in part because on some level,

resistance to change is a normal,valued function of existence.

http://changingminds.org/techniques/resisting/resisting.htmhttp://changingminds.org/techniques/resisting/resisting.htm

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Habit

Security

Economic factorsFear of Unknown

Selective Information Processing

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Threat to Expertise

Threat to Established Power

Relationships

Threat to Established Resource

Allocations

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Organizational Resistance

Structural inertia

Limited focus of changeGroup Inertia

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Force Field Analysis

Current levelof groupperformance

Desired levelof groupperformance

Driving forces

High performance goals

New equipment

Competition

Employees withnew skills

Desire for increasedinfluence and rewards

Group norms for output

Familiarity withpresent equipment

Complacency

Need to learn new skills

Fear of reducedinfluence and rewards

Resisting forces

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Components of Successful Methods for

Overcoming Resistance to Change

Empathy and support To aid in understanding how employees are

experiencing change

Communication To reduce gossip and unfounded fears, thereby

reducing uncertainty about the potential

consequences of change

Participation and involvement To increase employee ownership of and

commitment to the change

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The Continuum of Resistance toChange

Enthusiastic

Cooperation

Cooperation under pressure frommanagement

Acceptance

Passive resignation

IndifferenceApathy or loss of interest in the job

Doing only what is ordered

Regressive behavior

Nonlearning

Protests

Working to ruleDoing as little as possible

Slowing down

Personal withdrawal

Committing errors

Spoliage

Deliberate sabotage

Acceptance

Indifference

PassiveResistance

ActiveResistance

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Overcoming Resistance to change

1. Education and Communication

2. Participation and Involvement

3. Facilitation and Support4. Negotiation and agreement.

5. Manipulation and co-optation

6. Explicit and implicit coercion

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What can be done about resistance to change

Education and communication.Educates people about change prior to

implementation and helps them understand

the logic of change.Use when people lack information or have

inaccurate information.

Advantage creates willingness to help withthe change.

Disadvantage can be very time consuming.

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Participation and involvement.Allows people to help design and implement

the changes.

Use when other people have important

information and/or power to resist.

Advantages adds information to change

planning; builds commitment to change.Disadvantage can be very time consuming.

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Negotiation and agreement.Offers incentives to actual or potential change

resistors.

Use when a person or group will lose

something because of the change.

Advantage helps avoid major resistance.

Disadvantages can be expensive; cancause others to seek similar deals.

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Manipulation and cooptation.Use covert (hidden) attempts to influence

others by selectively providing information and

consciously structuring events.Use when other methods dont work or are too

expensive.

Advantages can be quick and inexpensive.Disadvantage can create future problems if

people sense manipulation.

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Facilitation and support.

Provides emotional and material assistance for

people experiencing the hardships of change.

Use when resistance traces to resource oradjustment problems.

Advantage directly satisfies specific

resource or adjustment needs.Disadvantages can be time consuming; can

be expensive.

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Explicit and implicit coercion.

Employ the force of authority to

implement change.

Use when speed is important and the

change agent has power.

Advantages quick; overpowersresistance.

Disadvantage risky if people get mad.

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He who cannot change the very

fabric of his thought will never be

able to change reality, and will never,

therefore, make any progress

- Anwar Sadat

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Overcoming Resistance to Change

Can be verytime

consuming ifparticipatorsdesign aninappropriatechange

People whoparticipate

will becommitted totheimplementation of change

The initiators donot have all theinformation

they need todesign thechange & othershaveconsiderablepower to resist

Participation +Involvement

Can be verytimeconsuming iflots of peopleare involved

Oncepersuaded,people willoften helpwithimplementation of change

There is a lackof informationor inaccurateinformation &analysis

Education +Communication

DrawbacksAdvantagesCommonlyUsed inSituationsWhere:

Approach

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Overcoming Resistance to Change

DrawbacksAdvantagesCommonlyUsed inSituationsWhere:

Approach

Can be verytime

consuming,expensiveand still fail

No otherapproach

works as wellwithadjustmentproblems

People areresisting

because ofadjustmentproblems

Facilitation +Support

Can be tooexpensive inmay cases if

it alerts otherto negotiateforcompliance

Sometimes itis a relativelyeasy way to

avoid majorchange

Someone orsome groupwill clearly

lose out in achange andwhere thatgroup hasconsiderablepower toresist

Negotiation +Agreement

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Overcoming Resistance to Change

Can be veryrisky ad leavepeople made

at theinitiators

It is speedyand canovercome any

kind ofresistance

Speed isessential andwhere the

changeinitiatorspossessconsiderablepower

Explicit + Implicitcoercion

Can lead tofuture

problems ifpeople feelmanipulated

It can berelatively

quick andinexpensive

Other tacticswill not work

or are tooexpensive

Manipulation +Co-optation

DrawbacksAdvantagesCommonlyUsed inSituationsWhere:

Approach

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Policies that accommodate evidence-based

practices

Supportive system administrators

Willing agency directors

Skilled clinical supervisors

Opinion leaders who are convinced

Skilled service providers

Opportunities for staff/client input

A Comprehensive Strategy Includes

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Barriers Can Include

Administrative philosophy

Organizational policy

System structure

Unclear literature

Agency staff

Client population

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????So, how do youdecide what to do?

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Principles

Strategies Activities

Steps

The Change Book

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Relevant

Clear

Multifaceted

Bi-directional

Change Initiatives

Must Be

The Principles

Timely

Credible

Continuous

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Multifaceted

Continuous Bi-directional

Dont Forget the Last Three

The Principles

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Creating Your BlueprintThe Ten Steps

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1. Identify the problem

2. Organize a team

3. Identify an outcome

4. Assess your organization

5. Assess your audience

The Steps

Ten Steps of Effective

Change Initiatives

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6. Identify the approach

7. Design action and maintenance plans

8. Implement the plans

9. Evaluate your plans

10. Revise your plans

The Steps

Ten Steps of Effective

Change Initiatives

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Administrative/structural

Bi-directional dialogue

Information dissemination

Education

Person to person

Evaluation

Types of Activities

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Systems Change:

A Case Study

Wh Ch F il 8 C E i

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Why Change Fails8 Common Errors in

Organizational Change Efforts

Allowing too much complacency

Failing to create a sufficiently powerful

guiding coalition

Underestimating the power ofvision

Wh Ch F il 8 C E i

http://www.1000ventures.com/business_guide/crosscuttings/vision_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/vision_main.html

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Why Change Fails8 Common Errors in

Organizational Change Efforts

Under communicating the vision

Permitting obstacles to block the vision

Failing to create short term winsDeclaring victory too soon

Neglecting to anchor changes firmly in

the corporate culture.

Th 8 St Ch P D f t h d d

http://www.1000ventures.com/business_guide/crosscuttings/culture_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/culture_corporate.html

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The 8 Stage Change Process Defrost a hardened

status quo:

Establish a sense of urgency

Create the guiding coalitionDevelop a vision and strategy

Communicate the change vision

http://www.1000ventures.com/business_guide/crosscuttings/vision_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/vision_main.html

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Introduce new practices:

Empowera broad base of people to take

action

Generate short term wins

Consolidate gains and producing even morechange

Ground the changes in the culture, and

making them stick:

Institutionalize new approaches in the

corporate culture

http://www.1000ventures.com/business_guide/crosscuttings/employee_empowerment.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/culture_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/culture_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/employee_empowerment.html