unit 10

Question 2

what is Lewis force field analysis

Answer 2

force field analysis provides an overview of the balance between forces driving change in a business and the forces resisting change

Question 3

explaining force field analysis

Answer 3

• there are forces driving change and
  forces restraining it
• where there is an equilibrium
  between the two sets if forces there
  will be no change
• in order for change to occur the
  driving force must exceed the
  restraining

Question 4

examples of forces driving change

Answer 4

internal:
- need for higher profits
- poor productivity
- need to change culture
- change of lordship

external:
- customer demand
- competition
- legislation & taxes
- political environment
- economic conditions
- ethics & social values
- technological change

Question 5

why change is resisted

Answer 5

• self interest
• misunderstanding
• low tolerance of change
• different assessment of the situation

Question 6

resistance to change

Answer 6

• a degree of resistance is normal since
  change is:
  
  • disruptive
  • stressful
• a degree of scepticism can be healthy
  especially where there are weakness
  win the proposed changes
• however resistance will also slow the
  achievement objectives

Question 7

example of Lewis model change a primark

Answer 7

forces to change:
- competition
- technology
- capacity

forces resisting change:
- employees
- culture
- low margins

Question 9

reasons to change: self interest

Answer 9

• self-interest is a powerful motivator
• raises from a perceived threat to job
  security, status and financial position
• individuals often place their own
  interest ahead of those of their
  organisation, particularly if they don’t
  feel a strong loyalty to it

Question 10

resistance to change: different assessment of the situation

Answer 10

• here there is disagreement about the
  need for change or what that change
  needs to be
• some people may simply disagree
  with the change proposed, or they
  may feel they have a better solution
• this is different from “self-interest”-
  the resistance here is based on
  disagreement about what is best for
  the business

Question 11

resistance to change; low tolerance & inertia

Answer 11

• many people suffer from inertia or
  reluctance to change, preferring
  things to stay “that way they are”
• many people need security,
  predictability & stability in their work
• if there is low tolerance of change
  (perhaps arising from past experience)
  then resistance to change may grow

Question 12

resistance to change: misinformation & misunderstanding

Answer 12

• people don’t understand why change
  is needed, perhaps because they are
  misinformed about the real strategic
  position of the business
• perception may be widespread that
  there is no compelling reason for
  change
• perhaps even an element of people
  fooling themselves that things are
  better than they really are

Question 13

Mnemonic for resistance to change

Answer 13

• S elf intrest
• A assessment is issues
• L ow
• T tolerance
• M misunderstanding
• M isinformation

Question 14

overcoming resistance to change,
6 ways of overcoming resistance to change

Answer 14

• education & communication
• participation & innovation
• facilitation & support
• manipulation & co-operation
• negotiation & bargaining
• explicit & implicit coercion

Question 15

overcoming resistance to change: manipulation & co-operation

Answer 15

• co-operation involves bringing
  specific individuals into roles and
  positions that are part of change
  management (perhaps managers who
  are likely to be otherwise resistant to
  change)
• manipulation involves the selective
  use of information to encourage
  people to behave in a particular way
• may be deemed to be unethical but
  perhaps only option if other methods
  of overcoming resistance to change
  prove ineffective

Question 16

overcoming resistance to change: negotiation & bargaining

Answer 16

• the idea here is to give people who
  resist an incentive to change - or leave
• the negation and bargaining might
  involve offering better financial
  rewards for those who accept the
  requirements of the change
  programme
• alternatively, enhanced rewards for
  leaving might also be offered
• this approach is commonly used when
  a business needs to restructure the
  organisation

Question 17

overcoming resistance ti change: explicit & implicit coercion

Answer 17

• this approach is very much the “last
  resort” if other methods of
  overcoming resistance to change fail
• explicit coercion involves people been
  told exactly what the implications of
  resisting change will be ie. job losses
• implicit coercion involves suggesting
  the likely negative consequences for
  the business of failing to change,
  without making explicit threats
• the big issue with using coercion is
  that it almost inevitably damages trust
  between people I a business and can
  lead to damaged morale (in the sort-
  term)