Week 2

Question 1

Do ppl resist change?

Answer 1

No, they generally resist the potential consequences of the change

Question 2

What is the system view of resistance?

Answer 2

Lewin: “Resistence could emerge anywhere in the system” -> engage in targeted actions to overcome resistance and also investigate where resistance originated

Question 3

What is the psych. concept of RtC?

Answer 3

Resistance is embedded in the individual (obstacle -irrational- to overcome, rooted in system)

Question 4

What are examples of forces that would lead to resisting change? (Lewin)

Answer 4

Lack of training, Market pressures, Responsibility overlaps, Inadequate leadership from TMT, etc.

Question 5

What are examples of forces that would lead to facilitating change? (Lewin)

Answer 5

Joy and pride in work, tech. know-how, High quality, motivated staff, Opportunities to benchmark, etc.

Question 6

What do Ford et al. essentially argue?

Answer 6

Resistance is not only in the recipients, but also as a result of change agent’s sense making

Question 7

What could go wrong in C.A. sense making (2)? (Ford et al.)

Answer 7

1: Expectation effect (resistance can become- self-fulfilling prophecy). E.g. withhold info or “I knew there would be…” -> If you expect resistance you will find it. 2: Self-serving explanations (attributing change failure to others, e.g. blame recipients for resistance rather than take responsibility)

Question 8

How could C.A. contribute to resistance (3)? (Ford et al.)

Answer 8

1: Trust violations (past experiences) & broken agreements -> RESTORE, 2: Comm. breakdown (A: no legitimization-reasons, B: no call to action, C: misrepresentation of aspects) -> BE HONEST, 3: Resisting change (‘allergic’)

Question 9

How could C.A. see resistance (“negative reactions”) as a resource (3)? (Ford et al.)

Answer 9

1: Existence value (ppl taling > not talking), 2: Engagement value (they care), 3: Strengthening value (quality). THUS; engage in conversation, investigate source of reaction.

Question 10

What are some good things to do for C.A.? (Ford et al.)

Answer 10

Be open, honest, full disclosure, etc. (if culture doesn’t allow-problem of org.)

Question 11

Why is employee readiness important?

Answer 11

‘positively inclined’ impacts change support/acceptance

Question 12

What three factors need to be present for employee readiness?

Answer 12

1: Need for change (believe change is necessary & appropriate), 2: Sense of Efficacy (“Yes I Can”, believe that you are able to handle and deal w/survive the change), 3: Valence/perceived favorableness (believed personal benefits-for yourself)

Question 13

What does the quality of [management] communication influence? (image)

Answer 13

Negatively influences Strategic uncertainty (where is org. going as a whole)

Question 14

What does [employee] participation in decision making influence? (image)

Answer 14

Negatively influences Structural (org. internal structure-who is going where) and Job Related (change affecting personally) uncertainty, as well as Strain (stress), Positively influences Control.

Question 15

What makes good quality of [management] communication? According to Wk. 2 article…

Answer 15

Comm. should be timely, credible, trustworthy and provide the necessary info.

Question 16

What are two very common responses to change?

Answer 16

Uncertainty and Stress

Question 17

What three types of uncertainty are identified?

Answer 17

Strategic (where is org. going as a whole), Structural (org. internal structure-who is going where) and Job Related (change affecting personally) uncertainty

Question 18

What is on the checklist of things a C.A. can do to be seen as fair?

Answer 18

VOICE, consistency, accuracy, lack of bias, correctability, advance notice, transparency, justification/legitimization, interpersonal treatment

Question 19

Other than the checklist, what could C.A. do to be seen as fair?

Answer 19

High quality communication, legitimate explanation (see ‘need for change’ believe change is necessary/appropriate), consistency, ongoing, accurate, timely, honest, transparent, victim support

Question 20

Name some more aspects of perceiving C.A. practices as fair?

Answer 20

Consistently applied to all employees, no stereotypes, use accurate info to base decision on, get out opportunities provided, represent all interests, take ethical standards into account

Question 21

Why would you ask employees to participate?

Answer 21

Increase participation to reduce (stress +) uncertainty, increase control

Question 22

Under which conditions will employee participation be effective (5)?

Answer 22

1: Enough time available, 2: Culture supports it, 3: Relevant to employee, 4: Have the ability/knowledge, 5: Tactical>strategic change

Question 23

What does fairness beliefs impact?

Answer 23

Perceived legitimacy, but not efficacy (“yes I can”)