Post on 30-May-2018
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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.htm8/14/2019 CKM Mod Four
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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.html8/14/2019 CKM Mod Four
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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.html8/14/2019 CKM Mod Four
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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.html8/14/2019 CKM Mod Four
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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