kotter and schlesinger overcoming resitance to change

Question 1

what are methods to overcoming barriers to change

Answer 1

tactics that can be used to reduce the strenght of differnt barriers to change

Question 2

how many methods to overcoming resitance to change are there

Answer 2

6

Question 3

what are the 6 methods of overicing resitance to change

Answer 3

Education and Communication

Particpiation and Involvement

Facilitation and Support

Negotiation and Agreement

Manipulation and Cooption

Implicit and Explicit Coercion

Question 4

what is education and communication

Answer 4

prividing staff with information about the reasons behind proposed change

Question 5

give reason for when is education andcommunication usually used

Answer 5

if staff dont have full / a misunderstanidn gof information

Question 6

when would we use education and communication

Answer 6

diff assesment of situation

misunderstadning of info/lack of trust

Question 7

explain how educationa nd communciation would work

Answer 7

information is presented clearly and

managment is able to persuade them with logic of change

this can help them overocme the misunderstanding

Question 8

negative of education and communciation

Answer 8

time ocnsuming and requires staff to trust the info provided , if not startegy is deemed as failure

Question 9

evaluaiton /consideration of EDU and COMM considering it takes lots of time

Answer 9

do you have time

how quick does change need to be implemented - is bs in crisi

Question 10

education and comm is what type of approach LT/ST

Answer 10

LT

Question 11

When is education and comm most appropriate

2 points

Answer 11

Sattaff trust maangment but dont have full info about change

when time is not a crucial factor - dont need to make change quick

Question 12

What is particpiation and involvement

Answer 12

overcoming change by giving employees a defree of ownership about the outcome of the change

Question 13

in parctipaition and involvement employees are able to

Answer 13

contribute ideas then mnagment can set a startegy based on the what employees have said

Question 14

particpiaition and involvement may increase

Answer 14

commitment to change

Question 15

why might particpation and involvemnt increase commitment to change

Answer 15

rather than just understanding the info if employees feel theyve been consulted and their ideas have been considered it increeases commitment

Question 16

in P& I employees might provide

Answer 16

extra skills & ouptu that allow change ot be more effictive and beneficial for the bs

Question 17

in P&I we can loop in

Answer 17

STKH analysis

Question 18

why in P&I we can loop in stkh analysis

Answer 18

who are we tryna get invovled

if got high power hihg interst you want to invovle them

but if got low power and low interst - mi nuh care q

Question 19

when is P& I most apropriate

Answer 19

staff hihgly skilled and have access to info initiatiators of change do not

org has time to review contributions

Question 20

p& i is best matched to

Answer 20

different assesment of situation

Question 21

for particpiation and involvement to be succesful what mist magers do

Answer 21

has to be a genuine proicess of participation , involving ideas & and managment implementing ideas

raher than staff being ocnsulted and ideas being put forward but simply being manipualted by manaers as they go on / already decide what change will be & opretend to take ideas

ERODES TRUST IN THE LT

Question 22

what is facilitation and support

Answer 22

supporting employees with training so they can cope when change occurs

Question 23

other way you can faciliiatate and support

Answer 23

time off

Question 24

when is facilitation and support most appropriate

Answer 24

theres an insurmountable infor failure
managers inted to force through change but workers are resisting

Question 25

what managment style is associated with fcailitation and support

Answer 25

paernalsitic - we know youre still resisting but we sincerley believe this is in the business best interst well push thorughyoull get support

Question 26

paternlsitic style of managmen taka

Answer 26

dad nknows best as we're we're just looking for complianece so

Question 27

fear creates

Answer 27

resistance

Question 28

what are the it depends on for facilitation and support 3 points

Answer 28

expensive as youre training - but depends on how many people whats the ROI from training - will they be more productive and give better service that allows for comp adv are employees even necessary - automation is cheaper in LR

Question 29

NEGOTIATION AND AGREEMENT

Answer 29

Taking steps to meet w staff/staff reps to dicsuss concerns and how percieved -ve impacts may be diminished

Question 30

when is negotiation and agreement most appropriate 4 points

Answer 30

managers are gonna undertake teh change unions are powerful likely to be resistance from staff - we gone impelment change but well negotiate and meet w you to come to some agree,emt about how your concerns vcan be reduced diff assesment of situation

Question 31

if you do negotaition and agrreement you may have to.. and what does this lead to

Answer 31

compromise if you compromise it may still lead to change but slighlt different thing you dont want in first place

Question 32

MANIPULATION AND COPTION

Answer 32

M- wilful control of infor that relevant to the change and maybe restriciting infor that may counter change C - key leader in resitance is given a role or incentive to bring dissenters on side e.g we'll give you a ltitle suttin if you can get evryone on side

Question 33

manipulation and coption could

Answer 33

damage LT trust in managment and organisation

Question 34

when is manipulation and coption most appropriate 4 points

Answer 34

self-interest resistance led by few key players negotiation w union failed time is short so push thorugh e.g FMA/syrvival

Question 35

IMPLICIT AMD EXPLICIT COERCION

Answer 35

threats to someone if dont behave in desired manner quite unpleasant

Question 36

implicit coercion

Answer 36

hints are made as to the costs of resistance

Question 37

give example of implicit coercion

Answer 37

if change dont happen we're likely to have to make redundancies/ everyone take a pay cut

Question 38

explicit coercion

Answer 38

clear threats are made to teh staff about their jobs e.g if dont ocmply we're going to have to fire you

Question 39

implicit and explicit coercion are associate with ...

Answer 39

hihg costs lack of trust in amangment create unpleasnat , toxic unproductive working environment

Question 40

coercion most approprriat ewhen

Answer 40

workers are strongly opposing change but esseential for survival time is short & change neds to be pushed through asap workers are non essential / easily replacable