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
resistance form the breach of a psychological contract
- ## occurs when employees believe that the employer is no longer honoring its part of the deal
what does a personal compact (btw. employees and org. ) involve?
- formal (specific task that a person does, performance appraisal..)
- psychological (unwritten, expectations in term of trust, loyalty, recognition)
- social (espoused values of the org.)
espoused
adopt or support ( a belief)
complacency
a feeling of smug or uncritical satisfaction with oneself or one’s achievements.
Someone who is complacent has become overly content
Where can a lack of conviction that change is needed come from?
from complacency, including a track record of success and the lack of any visible crisis
scripts on change
- 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
what can management do to correct resistance?
- listen to resistance and change inadequacies of the change management
When does resistance of lower-level employees take place?
- when it is implemented
when is there resistance by senior managers
at the conceptualization stage of strategic options
When are org. at their most vulnerable?
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.
Classic prescription on managing resistance to change by Kotter and Schlesinger
- Eduction and communication
- Participation and involvement
- Facilitation and support
- Negotiation and agreement
- Manipulation and cooptation
- Explicit and implicit coercion
-> this approach is situational. The selection of methods by managers should be determined by contextual factors.
