Chapter 14

Question 1

forms of change resistance

Answer 1

overt work stoppages to subtle attempts to continue old ways; subtle resistance more common than overt/
view resistance as task conflict; signals that employees lack readiness for change or that change strategy should be revised/
view resistance as a form of voice; redirects resistance into constructive conversations, encourages better decisions through involvement, voice and involvement increase commitment to change

Question 2

why employees resist change

Answer 2

negative valence of change (more negative than positive outcomes), fear of the unknown, not invented here syndrome, breaking routines, incongruent team dynamics, incongruent organizational systems and structures

Question 3

force field analysis

Answer 3

Kurt Lewin’s model of systemwide change that helps change agents diagnose the forces that drive and restrain organizational change

Question 4

unfreezing

Answer 4

in which the change agent produces disequilibrium between the driving and restraining forces

Question 5

refreezing

Answer 5

in which systems and structures are introduced that reinforce and maintain the desired behaviors

Question 6

how to increase driving forces

Answer 6

through fear or threats (hardly ever works); weaken or remove the restraining forces/
increasing driving forces creates an urgency for change, while reducing the restraining forces lessens motivation to oppose the change and removes obstacles such as lack of ability and situation constraints

Question 7

creating an urgency for change

Answer 7

by informing or reminding employees about competitors and changing consumer trends, impeding government regulations, and other forms of turbulence in the external environment; push people out of their conforms zones

Question 8

urgency for change without external forces

Answer 8

could be market leader; have to promote the future and the new vision with that to make current situation a little less appealing

Question 9

action research

Answer 9

a problem focused change process that combines action orientation (changing attitudes and behavior) and research orientation

Question 10

process of action research process

Answer 10

form client-consultant relationship, diagnose need for change, introduce intervention, evaluate and stabilize change, disengage consultants services