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ProKit Exam 2 > Change Management and Dealing with Resistance > Flashcards

Change Management and Dealing with Resistance Flashcards

1
Q

What is resistance?

A

it comes from ig­nor­ing ba­sic el­e­ments of a change process

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2
Q

How is change defined?

A

Change means mov­ing to a tar­get con­di­tion that is dif­fer­ent from the cur­rent con­di­tion.

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3
Q

During a change, what questions are asked?

A

Question 1:
Why changing the current condition?

Question 2:
Where are we heading to?

Question 3:
How do I get there?

Question 4:
Why should I do it?

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4
Q 
Where do you find answers about these
questions for your TOS Project?
• Current condition?
• Why now?
• Project target?
• How to reach the target?
A

described in the project charter

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5
Q

What is change man­age­ment?

A

Change Man­age­ment is the in­dent­ed de­sign of changes in the three di­men­sions process, strat­e­gy and cul­ture.

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6
Q

For a suc­cess­ful & sus­tain­able change which three di­men­sions need to be con­sid­ered?

A

Strategy
Process
Culture

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7
Q

Man­age­ment is not about man­ag­ing the im­prove­ment, but what?

A

the change process it­self

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8
Q

What is the “Newschool” Man­age­ment of change process­es?

A
  • Giv­ing pur­pose / an­swer­ing the Why to­geth­er

- Sup­port, con­nect and mod­er­ate peo­ple

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9
Q

What is the “Old­school” Man­age­ment of im­prove­ments?

A

Steer­ing and or­ga­niz­ing by tar­get agree­ments & con­trol­ling

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10
Q

For change to hap­pen, there must be what?

A

the will­ing­ness to leave a cur­rent sta­ble con­di­tion

In­ci­dents/prob­lems/sur­vival anx­i­ety leads to will­ing­ness to move for­ward to a new sta­ble tar­get con­di­tion.

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11
Q

A balance between what is needed in every organization?

A

A balance between stability and instability is needed
in every organization

This is why not the biggest company wins, but the one
adapting the fastest to new customer demands.

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12
Q

Imagine there is a real crises in the company – a “change-or-die-situation” – how easy do you think it will be for people to accept the
change?

A

• very easy

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13
Q

And how difficult do you think it is to initiate a change if the current business is running smooth and the profit is also very good?

A

• very difficult

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14
Q

Which statements regarding change management are true?

A

TRUE
• Stable processes are needed to create profit
• If I see a reason to change, I am more willing to leave the current stable condition

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15
Q

Which statements regarding change management are false?

A

FALSE
• In TOS projects we always pursuit for stable conditions
• Stability means a loss of money

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16
Q

How do peo­ple go through a change process?

A

Every per­son who goes through a change process goes through a so called change curve.

17
Q

What are the elements of a change curve?

A

Change
Denial
Doubt
Acceptance

18
Q

What is the denial element of the change curve?

A

Blame oth­ers

How to rec­og­nize?
Peo­ple be­ing shocked or in de­nial

What to do?
Lis­ten…only lis­ten, do not ad­vise or fix, just lis­ten

19
Q

What is the doubt element of the change curve?

A

Uncertainty/Confusion

How to recognize?
• Signs of doubt and confusion, also first signs of acceptance start showing through

What to do?
• Support/delegate direction

20
Q

What is the acceptance element of the change curve?

A

Acceptance/ Rationalization

How to recognize?
• People start letting go of the past and begin testing and exploring the new condition.

What to do?
• Support/discuss
• Be careful, falling back by having doubts is a common use.
• From here on change workshops to show and work on details about the process make sense.

21
Q

What are the next steps after change has been accepted?

A

Problem solving

How to recognize?
• In addition to the acceptance people start embracing the new condition..

What to do?
• Support/discuss

Moving on

How to recognize?
• The new condition is the new normal. People usually embrace the made improvement to their work

What to do?
• Support with learning

22
Q

What is the challenge of change for a JLC?

A

Your challenge is not only to get the system, process and
structure right, but also supporting the colleagues going through the
change curve in their individual speed.

23
Q

What are the different stages of the change curve in the correct order?

A
  1. Blame others
  2. Blame yourself
  3. Uncertainty/Confusion
  4. Acceptance/ Rationalization
  5. Problem solving
  6. Moving on
24
Q

As (Junior) Lean Consultants you must take which aspects into account to effect change?

A

apparent and non-apparent aspects

25
Q

What are Four dimensions must be taken into account in order to support change in the long term?

A
  1. Insight
    Adults learn “emotionally”
  2. Skills
    Adults learn “rationally”
  3. Culture/role model
    Adults learn “socially”
  4. Systems
    Adults need support
26
Q

What are the two types of resistance when change happens?

A

There is an active and a passive kind of resistance when change happens.

27
Q

What is Active resistance (attacking)?

A

• raising objections, rationalizing, over detailing
People talk about it instead of trying it out e.g.: raising counter argumentation, making accusations, speaking out threats

• generalizing, trivializing, ridiculing
Withdrawal from a differentiated discussion, e.g.: focusing on trifles, joking

• arguing, building alliances, spinning intrigues
Volume in the discussion is clearly above normal, everyone is talking in confusion, objectivity is lost, attacks take place on a personal level

28
Q

What is Passive resistance (escaping)?

A

• blocking, refusing
This includes silence, grumbling, yawning, reducing participation to a minimum, stubborn formalism

• forgetting, confusing, oversleeping, withdrawing, missing
No attention, fatigue, absenteeism, internal resignation, sickness
Attention: Can also have physical causes

• Digressing, changing the topic
Move the attention of the people to a different topic, talk about unimportant matters

• Getting confused or acting stupid
The person you’re dealing with is smarter than he/she does

29
Q

What are the two signals of resistance?

A

There are also open and hidden signals of resistance.

30
Q

What are open signals of resistance?

A

Signals you can recognize easily
• gestures
• language
• actions

31
Q

What are hidden signals of resistance?

A

Signals are ambiguous

• Not clear what behavior means

32
Q

What are reasons for resistance?

A

Violating, restricting or ignoring personal values, standards, needs or sensitivities lead to resistance.

Please note: Causes are different from person to person and depend on the context. They cannot be generalized.

33
Q

What are the four steps I can take when I face resistance?

A
  1. Checking myself
    • Have I provoked resistance?
    • Is the resistance particularly against me?
    • How is my relationship with the other?
    • What is my goal? Am I too fast?
  2. Thinking about the other person
    • What does this person need?
    • What does this person want to protect herself from?
    • What does this person unconsciously want to achieve?
    • What sense might this have had in the past?
  3. Perceiving
    • Observe and evaluate
    • Take it seriously (address it and question it)
  4. Intervening and acting
    • Offer her/him to come up with own suggestions and solutions
    • Tell this person that it’s all right.
    • Let this person interpret the resistance
    • In individual cases, e.g. have 1o1 for clarification
    • For groups formal e.g. conversations with whole group
    • For groups informally e.g. conversations with the most popular, most competent person or group leade
34
Q

What are some examples of active resistance?

A 
Active resistance
• being cranky
• being aggressive
• taking opposite side
• joking constantly
35
Q

What are some examples of passive resistance?

A 
Passive resistance
• not being involved anymore
• being silent
• being inhibited
• being suspicious
36
Q

What are the four maxims regarding resistance in change processes?

A

Maxim 1
There is no change without resistance!
If resistance is not openly visible, watch out and look for the hidden one.

Maxim 2
Resistance always contains an encrypted message!
The causes of resistance lie in the emotional area (thoughts and feelings - the part of the iceberg you don’t see).

Maxim 3
Non-consideration of resistance leads to blockades!

Maxim 4
Go with the resistance, not against it!
Give room to resistance, investigate causes, engage in dialogue to clarify further procedures.

ProKit Exam 2 (9 decks)

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