P CH 6 Resistance to Change

Question 1

Director on Resistance to Change

Answer 1

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

Question 2

Navigator on Resistance to Change

Answer 2

• 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

Question 3

Caretaker on Resistance to change

Answer 3

• 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.

Question 4

futile

Answer 4

incapable of producing any useful result; pointless.

Question 5

Coach on Resistance to change

Answer 5

• 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

Question 6

interpreter on Resistance to change

Answer 6

• 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

Question 7

nurturer and resistance to change

Answer 7

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

Question 8

Tridimensional resistance to change

Answer 8

affective, behavioral and cognitive

Question 9

affective

Answer 9

(relating to moods, feelings, and attitudes)

Question 10

cognitive

Answer 10

how a person thinks about a change

Question 11

symptoms of active resistance

Answer 11

• critical, finding fault, appealing to fear…

Question 12

symptoms of passive resistance

Answer 12

• agreeing verbally but not following through

- procrastinating…

Question 13

Do all people dislike change?

Answer 13

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

Question 14

When is there passive resistance?

Answer 14

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

Question 15

active resistance

Answer 15

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

Question 16

resistance form the breach of a psychological contract

Answer 16

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

Question 17

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

Answer 17

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

Question 18

espoused

Answer 18

adopt or support ( a belief)

Question 19

complacency

Answer 19

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

Someone who is complacent has become overly content

Question 20

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

Answer 20

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

Question 21

scripts on change

Answer 21

• 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

Question 22

what can management do to correct resistance?

Answer 22

• listen to resistance and change inadequacies of the change management

Question 23

When does resistance of lower-level employees take place?

Answer 23

• when it is implemented

Question 24

when is there resistance by senior managers

Answer 24

at the conceptualization stage of strategic options

Question 25

When are org. at their most vulnerable?

Answer 25

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.

Question 26

Classic prescription on managing resistance to change by Kotter and Schlesinger

Answer 26

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.