Resistance to Change

Signs of resistance to change

Being critical Finding fault Ridiculing Appealing to fear Use facts selectively Blaming or accusing Sabotaging

Intimidating or threatening Manipulating Distorting facts Blocking Undermining Starting rumors Arguing

Passive Resistance

Agreeing verbally but not following through Failing to implement change Procrastinating or dragging one’s feet Feigning ignorance Withholding information, suggestions, help or

support Standing by and allowing change to fail

Reasons for Resistance to Change

Dislike of change Discomfort with uncertainty Perceived –ve effect of interests Attachment to the established culture Perceived breach of psychological contract Lack of conviction that change is needed Lack of clarity as to what is expected Belief that the specific change being proposed is

inappropriate

Reasons for Resistance to Change-contd

Belief that timing is wrong Excessive change Cumulative effect of other changes Perceived clash with ethics Reaction to the experience of previous

changes Disagreement with way change is being

managed

Outcomes to cause positive reaction to change

Security Money Authority Status / prestige Responsibility Better working conditions Self-satisfaction Better personal contacts Less time & effort

Power of Resistance

Maintain clear focus Embrace resistance Respect those who resist Relax Join with the resistance

Factors Causing Resistance to Change

Fear of Unknown Loss of Control Loss of Face Loss of Complacency Need for Security Poor Timing Force of Habit Lack of Support Lack of Confidence Lingering Resentment

Resistance & Response I don’t want to

Tell me exactly what you want me to do

I will do it next week.

Wow! Great!!

It would be better if it is implemented in XYZ dept.

Why? Whats your concern? What aspects are unclear to you? Is there anything important preventing you from doing it

tomorrow? I am pleased. When can I expect & what from you? I appreciate your concern. We have plans for them also. I want

you to do…

X is not going to like this

You owe me one

See what you are making me do

We have always done it this way

X is supportive (or) I will discuss with X separately. What is your view?

I have not forgotten. But I need your support in this one. We can discuss…But we need to do this. How can we ensure that the new way incorporates best of

traditional way?

Resistance & Response

Responding to Resistance

When did you first become aware? What form did it take? What were your first thoughts? What made you decide that you had to do something? What actions did you take? What was the impact – short term? Long term? Would you do anything differently?

Methods for Managing resistance to change

Method Characteristic Context of Use Concern of Difficulties

Education & Communication

Participation & involvement

Facilitation & Support

Negotiation & Agreement

Manipulation & Cooption

Explicit & Implicit Coercion

Seven Stage Model of Consulting Process

1. The development of a need for change. (unfreezing)

2. The establishment of a change relationship. (between client and consultant)

3. The clarification or diagnosis of client system’s problems4. The examination of alternative routes and goals, establishing

goals and intentions of actions5. The transformation of intentions into actual change efforts.

(change)

6. The generalization and stabilization of change. (Refreezing)

7. Achieving a terminal relationship. (terminating client-consultant relationship)

Inertia in Formulation StageDistorted perceptionInterpretationBarriers & vague strategic priorities

MyopiaDenialPerpetuation of ideasImplicit assumptions

Low motivation Communication barriersOrganzational silenceDirect costs of changeCannabilisation costsCross subsidy costs

Lack of creative response Past failuresDifferent interested among employees and managementFast and complex environmental changesResignationInadequate strategic vision

Inertia In Implementation Stage

Political and cultural deadlocks

Implementation climate & relation between change values and organizational valuesDepartmental politicsIncommensurable beleifs

Other sources Deep rooted valuesForgetfulness of social dimension of changeLeadership inactionEmbeddeed routinesCollective action problemsCapabilities gapcynicism