P CH 6 Resistance to Change Flashcards

1
Q

Director on Resistance to Change

A
  • resistance can and must be overcome in order to move change forward.
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2
Q

Navigator on Resistance to Change

A
  • 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
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3
Q

Caretaker on Resistance to change

A
  • 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.
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4
Q

futile

A

incapable of producing any useful result; pointless.

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5
Q

Coach on Resistance to change

A
  • 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
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6
Q

interpreter on Resistance to change

A
  • 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
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7
Q

nurturer and resistance to change

A
  • resistance is largely irrelevant to whether or not change will occur.
  • change will occur but not always in predictable ways.
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8
Q

Tridimensional resistance to change

A

affective, behavioral and cognitive

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9
Q

affective

A

(relating to moods, feelings, and attitudes)

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10
Q

cognitive

A

how a person thinks about a change

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11
Q

symptoms of active resistance

A
  • critical, finding fault, appealing to fear…
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12
Q

symptoms of passive resistance

A
  • agreeing verbally but not following through

- procrastinating…

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13
Q

Do all people dislike change?

A

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

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14
Q

When is there passive resistance?

A
  • when managers urge employees to implement a change without clarifying the connection to org. identity
  • > connection is necessary for deep comprehension and action
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15
Q

active resistance

A
  • when a change is interpreted as directly in conflict with key elements of the org. identity
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16
Q

resistance form the breach of a psychological contract

A
  • ## occurs when employees believe that the employer is no longer honoring its part of the deal
17
Q

what does a personal compact (btw. employees and org. ) involve?

A
  • formal (specific task that a person does, performance appraisal..)
  • psychological (unwritten, expectations in term of trust, loyalty, recognition)
  • social (espoused values of the org.)
18
Q

espoused

A

adopt or support ( a belief)

19
Q

complacency

A

a feeling of smug or uncritical satisfaction with oneself or one’s achievements.

Someone who is complacent has become overly content

20
Q

Where can a lack of conviction that change is needed come from?

A

from complacency, including a track record of success and the lack of any visible crisis

21
Q

scripts on change

A
  • reliable predictor of how people will interpret the implications of a change. Based on experiences people develop scripts ´based on their experience with change.
  • based on real life experience and have greater credibility than the words of current managers
22
Q

what can management do to correct resistance?

A
  • listen to resistance and change inadequacies of the change management
23
Q

When does resistance of lower-level employees take place?

A
  • when it is implemented
24
Q

when is there resistance by senior managers

A

at the conceptualization stage of strategic options

25
Q

When are org. at their most vulnerable?

A

When they are most successful. Because they have “proof” that they are doing the “right thing”.
- they are less receptive the cues (signals) that change is needed.

26
Q

Classic prescription on managing resistance to change by Kotter and Schlesinger

A
  1. Eduction and communication
  2. Participation and involvement
  3. Facilitation and support
  4. Negotiation and agreement
  5. Manipulation and cooptation
  6. Explicit and implicit coercion

-> this approach is situational. The selection of methods by managers should be determined by contextual factors.