Ckm Mod Four

Module-4

Resistance

Change

to

Active

Passive

Resistance

Resistance

3. Oppose 4. Argue 5. Obstruct

3. Stall 4. Dismantle 5. Undermine

Resistance

Resistance

3. Observe 4. Refrain 5. Wait

3. Ignore 4. Withdraw 5. Avoid

Phases in Change Management

 Resistance

is incomplete transition in response to change  Resistance is any conduct that serves to maintain the status quo in the face of pressure to alter the status quo.  Resistance is temporary attraction to state of equilibrium.

Resistance to change 

Resistance to change can also be a source of functional conflict. For example, resistance to a reorganization plan or a change in a product line can stimulate a healthy debate over the merits of the idea and result in a better decision.

But there is a definite downside to resistance to change. It hinders adaptation and progress.  Resistance to change doesn't necessarily surface in standardized ways. Resistance can be overt, implicit, immediate, or deferred. 

Factors causing Resistance to Change  Fear

of unknown  Such fear is due to uncertainty about the nature of change, feelings that one does not know what is doing and what the future holds.  Loss of control  Feeling that change is being done to the person, worry that one has no say in the situation and the events that are taking place.

Factors causing Resistance to Change  Loss

of face  Feeling of embarrassment as a result of change and discerning it in such a way that the things one has done in the past were wrong.  Loss of competency  Feeling that the existing skills and competencies that the person has will no longer be of any use after the change has take place

Factors causing Resistance to Change  Need

for security  Worry about ones potential role after the change has taken place  Poor timing  Feeling surprised on how the change has been sprung on the person being asked to change at time when one already feels overworked.

Factors causing Resistance to Change  Force

of habit  Feeling comfort in the existing routines and habits and not liking to change existing way of things  Lack of support  Lack of support of direct supervisors and resources

Factors causing Resistance to Change  Lack

of confidence  Confident of making things better than before  Resentment  Feeling angry due to a lack of respect for the people involved and over the way one has treated during past change efforts

Why People Resist Change in the Workplace 1) 2) 3) 4) 5)

An individuals’ predisposition toward change Surprise and fear of the unknown Climate of mistrust Fear of failure Loss of status and/or job security

Why People Resist Change in the Workplace Cont. 1) 2)

3) 4) 5)

Peer pressure Disruption of cultural traditions and/or group relationships Personality conflicts Lack of tact and/or poor timing Nonreinforcing reward systems

Which resistance is experienced.

 Resistance

to the change itself.

 Resistance

to the change strategy.

 Resistance

to the change agent.

Sources of Resistance Individual

factors Group factors Organizational factors Social factors

Sources of Resistance to Change

Individual Resistance * Perception * Personality * Habit * Threats to power and influence * Fear of the unknown * Economic reasons

Organizational Resistance * Organization design * Organizational culture * Resource limitations * Fixed investments * Interorganizational agreements

Resistance to Change

Reasons for Adverse Reactions to Change

Loss of job Reduction of career prospects Down grading of work Effects in pay Loss of status - “empires”

 Reduction

in responsibility or job

interest  Need to learn new skills  New and unknown bosses  New and known (!) bosses  Break up of established work groups  Transfer to new, unknown (known!) locations or departments

 Resistance

to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them.  Sources of resistance are not always clear, in part because on some level, resistance to change is a normal, valued function of existence.

 Habit  Security  Economic

factors  Fear of Unknown  Selective Information Processing

 Threat

to Expertise  Threat to Established Power Relationships  Threat to Established Resource Allocations

 Organizational

Resistance  Structural inertia  Limited focus of change  Group Inertia

Force Field Analysis Driving forces

Resisting forces

High performance goals

Group norms for output

New equipment

Familiarity with present equipment Complacency

Competition

Need to learn new skills

Employees with new skills Desire for increased influence and rewards

Fear of reduced influence and rewards Current level of group performance

Desired level of group performance

Components of Successful Methods for Overcoming Resistance to Change  Empathy 

and support

To aid in understanding how employees are experiencing change

 Communication 

To reduce gossip and unfounded fears, thereby reducing uncertainty about the potential consequences of change

 Participation 

and involvement

To increase employee ownership of and commitment to the change

The Continuum of Resistance to Change Acceptance

Indifference Passive Resistance Active Resistance

Enthusiastic Cooperation Cooperation under pressure from management Acceptance Passive resignation Indifference Apathy or loss of interest in the job Doing only what is ordered Regressive behavior Nonlearning Protests Working to rule Doing as little as possible Slowing down Personal withdrawal Committing “errors” Spoliage Deliberate sabotage

Overcoming Resistance to change 1. 2. 3. 4. 5. 6.

Education and Communication Participation and Involvement Facilitation and Support Negotiation and agreement. Manipulation and co-optation Explicit and implicit coercion

What can be done about resistance to change  Education  Educates

and communication.

people about change prior to implementation and helps them understand the logic of change.  Use when people lack information or have inaccurate information.  Advantage — creates willingness to help with the change.  Disadvantage — can be very time consuming.

 Participation  Allows

and involvement.

people to help design and implement the changes.  Use when other people have important information and/or power to resist.  Advantages — adds information to change planning; builds commitment to change.  Disadvantage — can be very time consuming.

 Negotiation  Offers

and agreement.

incentives to actual or potential change resistors.  Use when a person or group will lose something because of the change.  Advantage — helps avoid major resistance.  Disadvantages — can be expensive; can cause others to seek similar deals.

 Manipulation  Use

and cooptation.

covert (hidden) attempts to influence others by selectively providing information and consciously structuring events.  Use when other methods don’t work or are too expensive.  Advantages — can be quick and inexpensive.  Disadvantage — can create future problems if people sense manipulation.

Facilitation and support.  Provides emotional and material assistance for people experiencing the hardships of change.  Use when resistance traces to resource or adjustment problems.  Advantage — directly satisfies specific resource or adjustment needs.  Disadvantages — can be time consuming; can be expensive. 

 Explicit

and implicit coercion.  Employ the force of authority to implement change.  Use when speed is important and the change agent has power.  Advantages — quick; overpowers resistance.  Disadvantage — risky if people get mad.

 “He

who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress” - Anwar Sadat

Overcoming Resistance to Change Approach

Education + Communication

Participation + Involvement

Commonly Used in Situations Where: There is a lack of information or inaccurate information & analysis

Advantages

Once persuaded, people will often help with implementatio of change The initiators do nPeople who not have all the participate information will be they need to committed to design the change & others the implementati have on of change considerable power to resist

Drawbacks

Can be very time consuming if lots of people are involved Can be very time consuming if participators design an inappropriate change

Overcoming Resistance to Change Approach

Facilitation + Support

Negotiation + Agreement

Commonly Used in Situations Where:are People resisting because of adjustment problems Someone or some group will clearly lose out in a change and where that group has considerable power to resist

Advantages

Drawbacks

No other approach works as well with adjustment problems it Sometimes is a relatively easy way to avoid major change

Can be very time consuming, expensive and still fail Can be too expensive in may cases if it alerts other to negotiate for compliance

Overcoming Resistance to Change Approach

Manipulation + Co-optation

Explicit + Implicit coercion

Commonly Used in Situations Where: Other tactics will not work or are too expensive

Advantages

Drawbacks

It can be relatively quick and inexpensive

Speed is essential and where the change initiators possess considerable power

It is speedy and can overcome any kind of resistance

Can lead to future problems if people feel manipulated Can be very risky ad leave people made at the initiators

A Comprehensive Strategy Includes • Policies that accommodate evidence-based practices • Supportive system administrators • Willing agency directors • Skilled clinical supervisors • Opinion leaders who are convinced • Skilled service providers • Opportunities for staff/client input

Barriers Can Include • Administrative philosophy • Organizational policy • System structure • Unclear literature • Agency staff • Client population

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So, how do you decide what to do?

The Change Book • • • •

Principles Strategies Activities Steps

Change Initiatives Must Be • • • •

Relevant Clear Multifaceted Bi-directional

• Timely • Credible • Continuous

The Principles

Don’t Forget the Last Three • Multifaceted • Continuous • Bi-directional

The Principles

Creating Your Blueprint The Ten Steps

Ten Steps of Effective Change Initiatives 1. Identify the problem 2. Organize a team 3. Identify an outcome 4. Assess your organization 5. Assess your audience

The Steps

Ten Steps of Effective Change Initiatives 6. Identify the approach 7. Design action and maintenance plans 8. Implement the plans 9. Evaluate your plans 10. Revise your plans

The Steps

Types of Activities • • • • • •

Administrative/structural Bi-directional dialogue Information dissemination Education Person to person Evaluation

Systems Change: A Case Study

Why Change Fails 8 Common Errors in Organizational Change Efforts  Allowing

too much complacency  Failing to create a sufficiently powerful guiding coalition  Underestimating the power of vision

Why Change Fails 8 Common Errors in Organizational Change Efforts  Under

communicating the vision  Permitting obstacles to block the vision  Failing to create short term wins  Declaring victory too soon  Neglecting to anchor changes firmly in the corporate culture.

The 8 Stage Change Process Defrost a hardened status quo:

Establish

a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision

Introduce new practices:  Empower

a broad base of people to take

action  Generate short term wins  Consolidate gains and producing even more change  Ground the changes in the culture, and making them stick:  Institutionalize new approaches in the corporate culture