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Master MPKC > OD Module 5 - Power, Politicks and Change > Flashcards

OD Module 5 - Power, Politicks and Change Flashcards

1
Q

Five Components of Individual Readiness

A
  • Belief that change is necessary
  • Belief that change is an appropriate response
  • Perceived individual capability to implement
  • Belief that resources will be provided
  • Personal evaluation of costs and benefits
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2
Q

Five Components of Stakeholder Management

A
  • Identify all stakeholders
  • Establish what they expect to gain or lose
  • Check their “track record” on response to change
  • Use planned benefits to strengthen support
  • Address concerns by reducing losses
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3
Q

Five ways in which resistance can be used productively (Ford & Ford, 2009)

A
  1. Encourage Dialogue
  2. Clarify the purpose
  3. Consider new possibilities
  4. Listen to the voices
  5. Deal with the past
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4
Q

What does “Encourage Dialogue” entail?

From Ford & Ford (2009) productive resistance

A

Keep the conversation alive - even with complaints - to increase awareness of the change ideas and allow those affected to think through the implications.

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5
Q

What does “Clarify the purpose” entail?

From Ford & Ford (2009) productive resistance

A

Ensure those affected understand why their roles have to change.

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6
Q

What does “Consider new possibilities” entail?

From Ford & Ford (2009) productive resistance

A

Assess and, if appropriate, accept the ideas of those who are resisting; the most outspoken are often closest to the operations affected, and they care about getting it right.

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7
Q

What does “Listen to the voices” entail?

From Ford & Ford (2009) productive resistance

A

Encourage participation and engagement; people want to be heard, and noting concerns can generate novel and valuable options.

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8
Q

What does “Deal with the past” entail?

From Ford & Ford (2009) productive resistance

A

Current responses to change can be based on previous failures, in which today’s managers were not involved; it may be necessary to resolve any “leftover” issues before going ahead with new plans.

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9
Q

The three damaging patterns of the acceleration trap

Bruch & Menges (2010)

A
  • Overloading
  • Multiloading
  • Perpetual Loading
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10
Q

What is “Overloading”?

Bruch & Menges (2010) The Acceleration Trap

A

Staff are asked to do too much and have neither the time nor the resources to do it.

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11
Q

What is “Multiloading”?

Bruch & Menges (2010) The Acceleration Trap

A

Staff are asked to cover too many different kinds of activities, reducing the focus on what they do best.

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12
Q

What is “Perpetual Loading”?

Bruch & Menges (2010) The Acceleration Trap

A

The organization is operating close to capacity, denying staff any chance to escape or to “recharge”: “When is the economizing going to come to an end?”

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13
Q

6 Symptoms of Active Resistance

A
  • Being Critical - Finding faults, Ridiculing, Arguing
  • Appealing to fear - Starting rumors
  • Using facts selectively - Distorting facts
  • Blaming - Accusing, Intimidating, Threatening
  • Manipulating - Sabotaging
  • Blocking - Undermining
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14
Q

6 Symptoms of Passive Resistance

A
  • Agreeing in person but not follow through
  • Failing to implement change
  • Procastinating
  • Feigning ignorance
  • Withholding information, suggestions, support
  • Standing by and allowing change to fail
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15
Q

The four stages of Change Coping Cycle

Cynthia Scott & Dennis Jaffe (2006)

A
  • Denial
  • Resistance
  • Exploration
  • Commitment
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16
Q

Explain the Denial stage in the change coping cycle

Cynthia Scott & Dennis Jaffe (2006)

A

Refusal to recognize the situation: “this can’t be happening”, “it will all blow over”. The person is not receptive to new information and refuses to believe s/he needs to behave differently or is prepared to make only minor adjustments.

17
Q

Explain the Resistance stage in the change coping cycle

Cynthia Scott & Dennis Jaffe (2006)

A

Recognition that the situation is real; the past is mourned; active and passive forms of resistance may appear. This can be seen as a positive stage, as the individual lets go of the past, and becomes confident in her or his ability to deal with the future.

18
Q

Explain the Exploration stage in the change coping cycle

Cynthia Scott & Dennis Jaffe (2006)

A

Reenergizing and a willingness to explore the possibilities of the new situation

19
Q

Explain the Commitment stage in the change coping cycle

Cynthia Scott & Dennis Jaffe (2006)

A

Focusing attention on new courses of action

20
Q

How should you response to:

“I don’t want to”

(The block)

This is an authentic response, unambiguous, and easy to handle

A

Why? What is your concern?

21
Q

How should you response to:

“Tell me exactly what you want me to do”

(The rollover)

This is ambiguous - may be a genuine request for information or passive resistance: “If you don’t tell me, I’m not responsible for the outcomes.”

A

Tell me what you need to know.

(I’m hesitant towards the outcomes of this answer to that question)

22
Q

How should you response to:

“I’ll get on it first thing next week”

(The Stall)

This may reflect lack of awareness of urgency or indicate a desire to avoid complying.

A

Is there anything serious that would prevent you from starting tomorrow?

23
Q

How should you response to:

“Wow, that’s a great deal!”

(The reverse)

This may be genuine, but resisters will say this to keep you happy with no intention of supporting

A

I’m pleased that you feel this way. What exactly can I count on you to deliver, and when?

24
Q

How should you respond to:

“I think it would be better if this were implemented first in X division”

(The sidestep)

This could be correct, but resisters use this to shift the pressure to change onto somebody else.

A

I understand your concern, but we have other plans for X. What I spcifically want you to do is this.

25
Q

How should you respond to:

“X isn’t going to like this”

(The projected threat)

Implies the threat that someone important will not be happy (could be true)

A

X has been part of this process and is fully supportive
or
I’ll be speaking to X about this, but at the moment I’m more interested in your views.

26
Q

How should you respond to:

“You owe me one”

(The press)

Involves asking to be exempt as reciprocity for a past favor

A

I haven’t forgotten that, but I need your support right now

27
Q

How should you respond to:

“See what you’re making me do”

(The guilt trip)

An attempt to deflect attention by focusing on the change manager’s actions.

A

I am sorry that you have a problem, and we can discuss how to help, but it is important for this change to go ahead.

28
Q

How to respond to:

“But we’ve always done it the other way”

(The tradition)

Traditions should only be maintained if they still work; but old ways often feel safer, less threatening

A

The other way has served us well for a long time, but things have changed. What could we do to incorporate the best of our traditional approach?

29
Q

6 Strategies for dealing with resistance to change

Kotter & Schlesinger (2008)

A
  • Education and Communication
  • Participation and involvement
  • Facilitation and support
  • Negotiation and agreement
  • Manipulation and co-optation
  • Explicit and implicit coercion
30
Q

What strategy for dealing with change to use when there’s:

A misunderstanding and lack of information

Kotter & Schlesinger (2008)

A

Education and Communication

Advantage Increases commitment, reconciles opposing views

Disadvantage Takes time

link to the first level of resistance “I don’t get it”

31
Q

What strategy for dealing with change to use when there’s:

Fear of the unknown

Kotter & Schlesinger (2008)

A

Participation and Involvement

Advantages Reduces fear, uses individual skills

Disadvantages Takes time

32
Q

What strategy for dealing with change to use when there’s:

Anxiety over personal imptact

Kotter & Schlesinger (2008)

A

Facilitation and Support

Advantages Increases awareness and understanding

Disadvantages Takes time and can be expensive

link to the second level of resistance “I don’t like it”

33
Q

What strategy for dealing with change to use when there’s:

Powerful stakeholders whose interests are threatened

Kotter & Schlesinger (2008)

A

Negotiation and Agreement

Advantages Helps to reduce strong resistance

Disadvantages Can be expensive and encourage others to strike deals

34
Q

What strategy for dealing with change to use when there’s:

Powerful stakeholders who are difficult to manage

Kotter & Schlesinger (2008)

A

Manipulation and co-optation

Advantages Quick and inexpensive

Disadvantages Future problems from those who feel they were manipulated

35
Q

What strategy for dealing with change to use when there’s:

Deep disagreements and little chance of consensus

Kotter & Schlesinger (2008)

A

Explicit and implicit coercion

Advantage Quick and overpowers resistance

Disadvantage Change agent must have power; risky if people are angered

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