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
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.
26
Classic prescription on managing resistance to change by Kotter and Schlesinger
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.