PPT 6- Resistance to Change Flashcards
Resistance to Change
Is the action taken by someone when a change is occurring – the person often sees the change as a threat.
Resistance can slow down, delay or even stop the change process, obstruct the implementation of change and could increase costs.
It can take a number of forms such as:
* Employee apathy
* Reduction in output
* Hostility in the workplace
* Employees taking strike action
* Increased number of employees ‘quitting’
reason for resistance to change- unknown
If employees do not understand the reason for change, a business can expect resistance. Employees will be reluctant to adopt a change if they are unaware of the reason for change. Additionally, not knowing the impact of change on the future of a business or an employee’s job status or prospects can cause anxiety. This creates resistance to change.
reason for resistance to change- fear
One of the most common reasons for resistance to change is fear of failure. An employee who is required to acquire new skills may fear failure and be resistant to undertake the change. This can cause fear among employees, which often results in resistance to change.
reason for resistance to change- trust
Trust is vital when operating a successful business. In a business where trust in management is positive, there is less resistance to change. When employees don’t have trust in management to implement change, there is likely to be resistance.
reason for resistance to change- communication
If change is not clearly communicated to all stakeholders, it will not be accepted. This is a reason why employees oppose change. Furthermore, how the change is communicated to employees is also very important because it will determine how they react. The lines of communication need to be fluent during the change process. This includes communicating the change process, how the change will be implemented and what the change will achieve. If this is not communicated clearly, resistance can be expected.
reason for resistance to change- timing
The timing of change is crucial to it being implemented successfully. It could be that insufficient time has been allocated for the change. Employees may not have been given enough time to consider the change. It could be a business has not taken the time to plan for the change. Or if there are too many changes at one time it may create a state of chaos, which can cause resistance.
Overcoming resistance
Utilise strategies, technology, organisational structure or corporate culture
Leaders need to understand how the organisation will change and how it will affect the employees.
Plan to make changes happen with minimal resistance or barriers
The role of leadership
Focus on building relationships with key stakeholders (both internal and external) during the change process.
Employees need to be empowered by developing talent, encouraging, coaching and cultivating teamwork
Provide direction
Check processes to ensure smooth progress and that all required resources are in place throughout the change.
Strategies- Communication
Communication: the process of sending and receiving information through verbal or non-verbal means
Low risk strategy
Crucial that open and effective communication occurs throughout the change process to achieve
* Support
* Cooperation
* Involvement
* Commitment
Methods may include:
* Face to face conversations
* Written communication such as emails or reports
* Informal discussions or meetings
* Formal discussions, meetings or conferences
Communication strategy
photo in word doc
Communication continuum strategy will influence stakeholders in building commitment towards the change and achieve the desired outcomes:
* Awareness communicate the change. Individuals are conscious of the change and will start to consider the change
* Understanding communicate the need to assent to the change. Individuals will understand the reason, benefits, impact on them and their role in the change
* Acceptance –communicate the need to assent to the change. Individuals are ready to implement the change, they are involved and feel empowered to commit and engage in the desired change
* Alignment communicate the level of support provided during the change. Individuals are aware of the support they will receive throughout the change process
* Commitment communicate the dedication required to implement the change. Individuals take ownership and responsibility for the implementation of the change.
Participation
triangle, look at word doc
participation strategies
Involve and engage- Participation in the change process should commence immediately. Involvement of as many staff as possible in the early stages will create an initial ‘buy in’. Staff will feel valued and will then engage in the change process.
Create a diverse team Choose a team of people with a diverse range of skills and knowledge to lead the change. Empowering employees to participate in driving the change will create support for the change.
Invite feedback - Build in measures for employees to provide feedback during the change process. Involvement throughout the process with opportunities for feedback will build on the momentum and continue the process.
Celebrate success- Employees who are positively working with the change are recognised and rewarded.
Build a culture- Create a culture where employees participate in change, contribute to decisions and feel part of change-driving team. This will build an environment that values and recognises employees and create a positive corporate culture.
Negotiation
a bargaining process with the aim of reaching an agreement. identifying resistors and negotiating with them in return for their support
Negotiation Strategies
Expect resistance - Effective leaders should expect and embrace resistance. Any change can breed resistance and conflict. A leader should engage critics, learn why they resist the change and then negotiate with them to accept the change.
Time for negotiation- Time should be allocated to discuss and negotiate the change. This will allow individuals to put forward their understanding of the change. The leader should listen, question and clarify before negotiating.
Build a coalition- Negotiate with one or more employees to build a team. Once a team has been established it will inspire more to follow.
Focus on outcomes- Draw connections between the change and the expected outcome. The focus should be on negotiating and achieving a win-win situation. This is where both sides feel their point of view has been taken into consideration and a desirable outcome has been achieved.
Manipulation
the skillful, or sometimes scheming, exercise of influence over someone to achieve a desired outcome. Is an effective technique when resistance to change is high
