Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing...

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Roy Smollan, Discourse Rese arch Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Roy Smollan Management, Faculty of Business & Management, Faculty of Business & Law Law

Transcript of Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing...

Page 1: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Constructing and Deconstructing Resistance to Organisational Change

Roy SmollanRoy Smollan

Management, Faculty of Business & Management, Faculty of Business & LawLaw

Page 2: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

What is resistance to organisational What is resistance to organisational change? change?

Page 3: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Who resists change and why?Who resists change and why?

Page 4: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Is resistance positive or negative? Is resistance positive or negative? And for whom?And for whom?

Page 5: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

When did you resist change?

Why?Why? How?How? What were the outcomes?What were the outcomes?

Page 6: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Literature on resistance to change:

Academic discourses Critical management

studies, political science, industrial sociology, communication, philosophy, Marxism, feminism

domination, hegemony, domination, hegemony, marginalization, power, marginalization, power, control, exploitation, control, exploitation, subjugation and subjugation and oppressionoppression

Organisational Organisational change, organisational change, organisational behaviour, behaviour, organisational organisational psychology psychology

Both include literature on discourse, communication, framing, sensemaking, rhetoric.Multiple definitions, little consensus.

Page 7: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Practitioner literature:Common assumptions about

resistance““a brickwall…a dangerous a brickwall…a dangerous

roadblock to roadblock to transformation.” transformation.”

Burge (2008) in an engineering magazine

““one of the nastiest, most one of the nastiest, most debilitating workplace debilitating workplace cancers…there isn’t a cancers…there isn’t a more potent, more potent, paradoxical or equal-paradoxical or equal-opportunity killer of opportunity killer of progress and good progress and good intentions.” intentions.”

Foote (2001) in a computer magazine

Page 8: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Resistance is by employees opposing change management wants.”

Resistance can be employees opposing change that management wants Resistance can be employees opposing change that management wants (O’Connell Davidson, 1994).(O’Connell Davidson, 1994).

Employees at all levels resist change their peers want (Real & Putnam, Employees at all levels resist change their peers want (Real & Putnam, 2005). 2005).

Union members resist changes union officials support and vice versa Union members resist changes union officials support and vice versa (Ezzamel et al., 2001).(Ezzamel et al., 2001).

Professional staff resist change (Lapointe & Rivard, 2005; Real & Putnam, Professional staff resist change (Lapointe & Rivard, 2005; Real & Putnam, 2005; Ashcraft, 2005). 2005; Ashcraft, 2005).

Managers can resist what more senior managers want (LaNuez & Jermier, Managers can resist what more senior managers want (LaNuez & Jermier, 1994; Brown & Abolafia, 1995).1994; Brown & Abolafia, 1995).

Managers can resist change their subordinates want (Spreitzer & Quinn, Managers can resist change their subordinates want (Spreitzer & Quinn, 1996).1996).

Managers can resist what their peers want (Young, 2000; Brown & Managers can resist what their peers want (Young, 2000; Brown & Abolafia, 1995).Abolafia, 1995).

Departments can resist what other departments want (Fosfuri & Departments can resist what other departments want (Fosfuri & Rønde, Rønde, 2009; Palmer et al., 2009)2009; Palmer et al., 2009)..

The organization can resist change necessitated by internal and external The organization can resist change necessitated by internal and external factors (Kennedy & Fiss, 2009; Spreitzer & Quinn, 1996; Tsoukas & Chia, factors (Kennedy & Fiss, 2009; Spreitzer & Quinn, 1996; Tsoukas & Chia, 2002).2002).

Resistance can be demonstrated by external stakeholders (Chreim, 2007).Resistance can be demonstrated by external stakeholders (Chreim, 2007).

Page 9: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Resistance is by employees opposing change management wants.”

Resistance can be Resistance can be employeesemployees opposing change that opposing change that management management wants.wants.

EmployeesEmployees at all levels can resist change their at all levels can resist change their peerspeers want. want. Union membersUnion members can resist changes can resist changes union officialsunion officials support support

and vice versa.and vice versa. Professional staffProfessional staff can resist change can resist change management management wants. wants. ManagersManagers can resist change can resist change more senior managersmore senior managers want. want. ManagersManagers can resist change their can resist change their subordinatessubordinates want. want. ManagersManagers can resist change their can resist change their peerspeers want. want. DepartmentsDepartments can resist change can resist change other departmentsother departments want. want. The organizationThe organization can resist change necessitated by can resist change necessitated by

internal and external factors internal and external factors Resistance can be demonstrated by Resistance can be demonstrated by external stakeholdersexternal stakeholders..

Page 10: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Resistance is inevitable.”

““All change creates All change creates winners and losers in winners and losers in an organization and an organization and the caveman part of the caveman part of our brains is still our brains is still wired to defend wired to defend against loss…So against loss…So people almost always people almost always resist change.” resist change.”

Colvin, 2006, Fortune magazine

Page 11: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Resistance is behaviour.”

Resistance can be a combination of:

CognitiveCognitive Affective + Affective + Behavioural Behavioural

elementselements

Piderit, 2000Szabla, 2007

Page 12: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Behavioural resistance = refusal.”

Questioning voicing uncertaintyvoicing uncertainty challengingchallenging negotiating negotiating

Dissenting complaining disagreeing arguing protesting

Disregarding denyingdenying experiencing experiencing

disquietdisquiet disengagingdisengaging

Defending maintaining maintaining

status quostatus quo ignoring ignoring

Page 13: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

“Resistance is overt and conscious.””

e.g.e.g. sabotaging/destroyingsabotaging/destroying taking legal actiontaking legal action striking and other forms of industrial striking and other forms of industrial

actionaction submitting grievancessubmitting grievances whistle-blowingwhistle-blowing showing disloyaltyshowing disloyalty refusingrefusing

Page 14: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Resistance can also be: less conscious and more

covert rejectingrejecting being reluctant, being reluctant,

unwillingunwilling neglecting, neglecting,

ignoring, avoidingignoring, avoiding

pretending, lying, pretending, lying, deceivingdeceiving

delaying, changing delaying, changing too slowly too slowly

changing partiallychanging partially underminingundermining over-complyingover-complying playing politics playing politics

Page 15: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Typologies and models:Prasad & Prasad (2000) –“stretching the iron cage”

Open confrontationOpen confrontation Subtle subversionSubtle subversion Employee withdrawal and Employee withdrawal and

disengagementdisengagement Ambiguous accommodations to Ambiguous accommodations to

authorityauthority

Page 16: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Matrix of support and resistanceMatrix of support and resistance Bovey & Hede, 2001a, 2001bBovey & Hede, 2001a, 2001b

Page 17: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Obliging

Calm, relief, committed, loyal, following orders

“Faithful followers”

Hopeful

Hope, excitement, optimism, solving problems, taking

initiative

“Active advocates”

Fearful

Worry, fear, anxiety, helplessness, with-

drawing, procrastinating

“Walking wounded”

Cynical

Anger, disgust, outrage, badmouthing, retaliating

“Carping critics”

Archetypes of survivor responses to downsizing

Mishra & Spreitzer, 1998

Destructive

Passive Active

Constructive

Page 18: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Continuum of resistanceContinuum of resistanceCoetsee, 1999Coetsee, 1999

Apathy/indifference Apathy/indifference Passive resistancePassive resistance Active resistanceActive resistance Aggressive resistanceAggressive resistance

Page 19: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

How do we develop these constructions of resistance?

Educational coursesEducational courses Training courses, seminars, Training courses, seminars,

conferencesconferences Popular literaturePopular literature Organisational discoursesOrganisational discourses

the official version(s)the official version(s) departmental + departmental +

interdepartmental talkinterdepartmental talk

– – formal and informalformal and informal Other informal conversationsOther informal conversations

It also depends on what management considers resistance is – and whether it is seen as negative or positive.

“a web of jostling narratives’’ (Buchanan & Dawson, 2007

Page 20: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

How did you develop your construction of resistance?

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Roy Smollan, Discourse Research Group Presentation 22 July 2010

Empirical study Part of a larger study on emotions and organisational

change 11 women, 13 men11 women, 13 men 16 European, 2 Maori, 3 Pasifika, 3 Asian16 European, 2 Maori, 3 Pasifika, 3 Asian Various industries, organisations, Various industries, organisations,

departments, hierarchical levelsdepartments, hierarchical levels Change leaders, change managers, change Change leaders, change managers, change

recipients – change role little to do with recipients – change role little to do with

hierarchyhierarchy Different types of change – redundancy, job Different types of change – redundancy, job

redesign, mergers, office moves, new HR redesign, mergers, office moves, new HR systemssystems

Page 22: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Some of the questions……

What actions were expected of you as a What actions were expected of you as a result of the change process?result of the change process?

What actions did you actually take as a What actions did you actually take as a result of the change process? result of the change process?

Why did you take these actions?Why did you take these actions? Did you resist the change and if yes, why Did you resist the change and if yes, why

and how?and how?

Page 23: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Findings:Resistance was for many reasons

Negative outcomes for self and others Negative outcomes for self and others (material and socio-emotional)(material and socio-emotional)

Loss of identity (individual, group, Loss of identity (individual, group, organisation)organisation)

Perceived unfairnessPerceived unfairness Poor change processesPoor change processes Poor leadershipPoor leadership Lack of managerial emotional Lack of managerial emotional

intelligenceintelligence

Page 24: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Resistance took many forms:: Apathy, passive, active, Apathy, passive, active,

aggressive + ambivalent aggressive + ambivalent Overt and covertOvert and covert Conscious and less Conscious and less

consciousconscious Cognitive, affective and Cognitive, affective and

behaviouralbehavioural

And was shown by people at different levels.

‘‘disengaged’, ‘if you spoke disengaged’, ‘if you spoke out you became a out you became a target’target’

‘‘It was a hostile It was a hostile environment.’environment.’

Refused to leave.Refused to leave.

Theft and arson.Theft and arson.

Wanting to be paid in Wanting to be paid in cash.cash.

Page 25: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

When asked if they had resisted change...

Many Many managersmanagers said no. said no. But had in fact verbally opposed the But had in fact verbally opposed the

change in management meetings.change in management meetings. Did not verbalise opposition outside Did not verbalise opposition outside

of these meetings because it was of these meetings because it was “not professional”.“not professional”.

Page 26: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

““Being reasonably vocal about well Being reasonably vocal about well that’s not going to work. What was that’s not going to work. What was intended here? How can we happily intended here? How can we happily still do what we were expected to do still do what we were expected to do under the circumstances? So it was under the circumstances? So it was sort of a questioning, challenging sort of a questioning, challenging sort of strategy, I guess” (F).sort of strategy, I guess” (F).

Page 27: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

““I resisted the way that it was done I resisted the way that it was done and that was when I had a long and that was when I had a long discussion with the chairman, and I discussion with the chairman, and I spoke my mind professionally on spoke my mind professionally on several occasions...it’s not resisting several occasions...it’s not resisting it. I suppose it’s just challenging it” it. I suppose it’s just challenging it” (L).(L).

Page 28: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

““I fully put my case early on…I tend to be a I fully put my case early on…I tend to be a vigorous debater…I resisted it from a vigorous debater…I resisted it from a debating point of view and that sort of thing debating point of view and that sort of thing but once it was decided, no….In a business but once it was decided, no….In a business you can’t have rogue senior managers. you can’t have rogue senior managers. They should leave…You need to support the They should leave…You need to support the business, that’s what you are paid for business, that’s what you are paid for I I didn’t talk about my personal feelings about didn’t talk about my personal feelings about it because that wouldn’t have been it because that wouldn’t have been appropriate, because that would have appropriate, because that would have undermined the process” undermined the process” (M).(M).

Page 29: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Limitation

Although participants spoke about resistance Although participants spoke about resistance I did not ask I did not ask howhow they arrived at their they arrived at their constructions of resistance.constructions of resistance.

Page 30: Roy Smollan, Discourse Research Group Presentation 22 July 2010 Constructing and Deconstructing Resistance to Organisational Change Roy Smollan Management,

Roy Smollan, Discourse Research Group Presentation 22 July 2010

Conclusions Resistance takes many forms.Resistance takes many forms. It is not inevitable but can be It is not inevitable but can be

expected.expected. It is not always by the “damn It is not always by the “damn

workers!”workers!” It can be productive for the It can be productive for the

organisation.organisation. There are many interpretations of There are many interpretations of

what resistance is and how good what resistance is and how good or bad it is – and for whom.or bad it is – and for whom.

There are many discourses that There are many discourses that help construct these help construct these interpretations.interpretations.