P CH 6 Resistance to Change Flashcards
Director on Resistance to Change
- resistance can and must be overcome in order to move change forward.
Navigator on Resistance to Change
- resistance is expected because there are different interest within the org.
- resistance will not always be able to be overcome but this should be achieved as much as possible
Caretaker on Resistance to change
- resistance is possible but likely to be short-lived and ultimately futile.
- change will occur regardless of the attempts of individual actors within the org. to halt them.
futile
incapable of producing any useful result; pointless.
Coach on Resistance to change
- resistance needs to be recognized and expected as it takes people out of their comfort zone.
- coach needs to work with resistance in a way that reveals to the resistor that such actions are not in accord with good teamwork
interpreter on Resistance to change
- resistance is likely where people lack understanding of what is going on.
- interpreter should making sense of the change and reestablishing individual identity with the process and the expected outcomes
nurturer and resistance to change
- resistance is largely irrelevant to whether or not change will occur.
- change will occur but not always in predictable ways.
Tridimensional resistance to change
affective, behavioral and cognitive
affective
(relating to moods, feelings, and attitudes)
cognitive
how a person thinks about a change
symptoms of active resistance
- critical, finding fault, appealing to fear…
symptoms of passive resistance
- agreeing verbally but not following through
- procrastinating…
Do all people dislike change?
No, individuals vary in their dispositional resistance to change
- for most it is a contextual factor, specific characteristics of the of the change determine how they react
When is there passive resistance?
- when managers urge employees to implement a change without clarifying the connection to org. identity
- > connection is necessary for deep comprehension and action
active resistance
- when a change is interpreted as directly in conflict with key elements of the org. identity