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Chapter 6Slide 1
Overcoming Resistance
to Change
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Learning Objectives (part 1 of 2)
Identify forces within individuals and
organizations that cause resistance to
change.
Recognize strategies that can increase
motivation to change.
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Learning Objectives (part 2 of 2)
Diagnose forces driving and resisting
organization change.
Experience reactions to a change situation.
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Toys Are Mattel (part 1 of 2)
The toy industry is going through radical
change.
Mattel has history of nearly falling apart every
decade since the 1970s.
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Toys Are Mattel (part 2 of 2)
CEO Eckert moving Mattel to redefine core
business.
Better control inventory
Streamline manufacturing
Develop more toys in-house.
Expand overseas as toys mature in the U.S.
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Change and Reinvent (part 1 of 2)
Many organizations being forced to radically
change.
Organizations face major challenge in
managing change.
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Change and Reinvent (part 2 of 2)
Organizations need capacity to adapt quickly.
People are focus of most serious challenges.
Large scale changes often incur significant
problems and challenges.
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Changes on Personal Level
Set patterns of behavior.
Defined relationships with others.
Work procedures, and job skills.
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Changes on Organizational Level
Policies.
Procedures.
Organization structures.
Manufacturing processes.
Work flows.
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Life Cycle of Resistance to
Change (part 1 of 5)
The response to change tends to move through
a life cycle of 5 phases:
Phase 1.
Only few people who see need for
change.Resistance appears massive.
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Life Cycle of Resistance to
Change (part 2 of 5)
Phase 2.
Forces for and against change become
identifiable.
Change more thoroughly understood.
Novelty of change tends to disappear.
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Life Cycle of Resistance to
Change (part 3 of 5)
Phase 3.
Direct conflict and showdown between
forces.
This phase probably means life or death
to change.
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Life Cycle of Resistance to
Change (part 4 of 5)
Phase 4.
Remaining resistance seen as stubborn.
Possibility that resisters will mobilize
support to shift balance of power.
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Life Cycle of Resistance to
Change (part 5 of 5)
Phase 5.
Resisters to change are as few and as
alienated as were advocates in first
phase.
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An Experiential Approach to Organization Development 7th
edition Chapter 6Slide 15
Major Factors Affecting
Success of Change
Advocates of
change
Degree of change
Time frame
Impact on culture
Evaluation of
change.
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Figure 6.1Change Factors
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Advocates of Change
Person leading change program is often most
important force for change.
Internal or external OD practitioners may be
brought in to assist.
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Degree of Change
Is change minor or major?
The greater the degree of change, the more
difficult it is to implement.
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Time Frame
Greater chance of success if change is gradual
and in longer time frame.
Some organizations only chance for survival
depends on radical change introduced swiftly.
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Impact on Culture
The greater the impact on existing culture,
the greater the resistance and difficulty to
implement change.
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Evaluation on Culture
Standards of performance developed to
measure change and impact on
organization.
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A Change Model (part 1 of 5)
Two major considerations in organizational
change are:
Degree of change.
Impact on organizations culture.
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Figure 6.2Change Model
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A Change Model (part 2 of 5)
Quadrant 1
Minor change, minor impact on culture.
Resistance will be at lowest level and success
will be most probable.
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A Change Model (part 3 of 5)
Quadrant 2
Minor change, major impact on culture.
Some resistance can be expected.
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A Change Model (part 4 of 5)
Quadrant 3
Major change, minor impact on culture.
Some resistance is likely.
Good management can probably overcome it.
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A Change Model (part 5 of 5)
Quadrant 4
Major change, major impact on culture.
The greatest resistance can be predicted.
The probability of success is low.
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Driving Forces Toward
Acceptance of ChangeDriving forces are anything that increases
organization to implement proposed change.
Driving forces include:
Dissatisfaction with present situation.
External pressures toward change.
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Momentum Toward Change
Once change underway, certain forces tend to
push change along.
Those involved probably become committed.
When money is committed to start a change,
organization likely will want to continue.
Change in one part of organization may set off
chain reaction in other parts.
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Motivation by Management
Manager or advocate of change becomes
motivating force.
Top managements encouragement can
motivate change.
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Our Changing World:
Globalization of Worlds Business?(part 1 of 3)
Globalization has occurred for hundreds of
years but recently experienced exponential
growth.
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Our Changing World (part 2 of 3)
Reasons for Increase Include:
Improvements in communications and
transportation.
More efficient global banking systems.
Surpluses in capital in US, Japan, Europe.
Worldwide lowering of trade barriers.
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Our Changing World (part 3 of 3)
Statistics of globalization include:
By 2000 number of MNCs above 63,000.
1,000 largest MNCs account for 80% of
worlds industrial production.
MNCs are based all over world:
US 37%. Japan 21%. Europe 25%.
Also based in developing countries.
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Restraining Forces Blocking
Implementation of Change(part 1 of 2)
Uncertainty regarding change.
Fear of unknown.
Disruption of routine.
Loss of benefits.
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Restraining Forces Blocking
Implementation of Change(part 2 of 2)
Threat to security.
Threat to position power.
Redistribution of power.
Disturb existing social networks.
Conformity to norms and culture.
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Driving Forces and Restraining
Forces Act in TandemEffective change programs increase driving
forces and decrease restraining forces.
Force-field analysis model is useful way to view
driving and restraining forces.
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Strategies to Lessen Resistance(part 1 of 2)
Education and communication.
Create a vision.
Participation and involvement of members.
Facilitation and support.
Negotiation and agreement.
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Strategies to Lessen Resistance(part 2 of 2)
Leadership.
Reward systems.
Explicit and implicit coercion.
Climate conducive to communications.
Power strategies.
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OD In Practice:
How Dupont Shortened
Its Stove-pipes (part 1 of 3)Industrial Polymers Division (IPD) shows how
DuPont can change.
Products out-dated.
Problems included low morale and low
productivity.Top and middle management understood need
to improve.
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OD in Practice (part 2 of 3)
Only major change would improve division.
Forces for change included:
People aware of average performance.
They had desire to turn things around.
Widely held belief that survival of division andpersonnel hung in balance.
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OD in Practice (part 3 of 3)
Vision statement was developed by employees.
Plans made to implement team efforts and self-
management.
No customary stove-pipe hierarchy of
supervisors and no formal departments.
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Keywords and Concepts
Driving forces - increases client system to
implement proposed change.
Employee stock ownership plan (ESOP) -
grant stock or stock options to broad section
of employees.
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Gain sharing - reward system that recognizes
value of specific group. Knowledge-based pay - reward system based
on the knowledge or skills a worker has.
Open-book management - employees see
companys financial records to analyze
problems for themselves.
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Power strategies - technique for lessening
resistance to change that uses powerstructure in an organization.
Profit-sharing - uses the performance of
business to calculate employee pay.
Restraining forces - forces that block
implementation of a change program.
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