Organisational Resistance to Change
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Transcript of Organisational Resistance to Change
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AMIT KHANDELWAL 06
NILESH PATIL 36
ANUPAM VADDHUPAN 09
VARUN DAKE 64
VIKRANT SHAH 65
ORGANIZATIONAL CHANGE
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CONTENTS
1 INTRODUCTION
2 MODELS ILLUSTRATION
3 CHANGE MANAGEMENT
4 REACTIONS
5 OVERCOMING RESISTANCE
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INTRODUCTION
WHAT IS CHANGE ?
SKILLS REQUIRED BY A MANAGER TO IMPLEMENT THE CHANGE PROCESS :
IDENTIFY THE PROBLEMS
FORMULATE STRATEGIES
GAIN ACCEPTANCE FROM PEOPLE
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EFFECTIVE CHANGE PROGRAMMES
AMOTIVATING CHANGE
BCREATING A VISION
CDEVELOPING POLITICAL
SUPPORT
DMANAGING TRANSITION / SUSTAINING MOMEMTUM
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LEWIN’S CHANGE MODEL
REFREEZING
MOVEMENT
UNFREEZING
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SYSTEM MODEL OF CHANGE
TASK
PEOPLE
CULTURE
DESIGN
STRATEGY
TECHNOLOGY
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Kotter’s Eight-Step Change Management Model
1 Create a sense of urgency
2 Establishing a powerful group to guide the change
3 Develop a vision
4 Communicate the vision
5 Empower Staff
6 Ensure there are short-term wins
7 Consolidate gains
8 Institutionalize change in culture of the organization
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CHANGE AND TRANSITION MANAGEMENT
WHAT IS TRANSITION
MANAGEMENT ?
Transition management is the
process of systematically planning,
organizing, and implementing
change from the disassembly of
the current state to the realization
of a fully functional future state
within an organization.
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Beckhard’s Prerequisites for Transformational Change
1 Ensuring senior management commitment.
2 Producing a written statement about the future direction.
3 Creating a shared awareness.
4 Assembling a body of key managers.
5 Generating an acceptance.
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Beckhard’s Prerequisites for Transformational Change (Continued)
6 Recognizing resistance to change
7 Educating and training participants.
8 Persevering with the change process.
9 Facilitating with necessary resources.
10 Maintaining open communication.
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Perpetual Transition Management
1 TRIGGER LAYER
2 VISION LAYER
3 CONVERSION LAYER
4 MAINTENANCE AND RENEWAL LAYER
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EFFECTS OF ORGANIZATIONAL CHANGE
Operational Effects
Psychological Effects
Social Effects
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How People React To CHANGE ..
1 INDIVIDUAL AND GROUP BEHAVIOR
2 POSITIVE OR NEGATIVE IMPACT
3 AGGRESSIVE OR HOSTILE BEHAVIOR
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ACCEPTANCE OF CHANGE
1 Enthusiastic co-operation
2 Group co-operation
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INDIFFERENCE TO CHANGE
1 Organized resistance
2 Frustration
3 Aggression
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ORGANIZED RESISTANCE
Group performance affect by change
Resist the change due to feeling of frustration
Collective action more successful than separate personal resistance
Group action to cover up mistakes made by members as they implement new standard.
Group beliefs and norms
Ensure there are short-term wins
Union provide leadership
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FRUSTRATION AND AGGRESSION
Psychological concept
Conflict act to deny personal desires
and needs
Future consequences of a change
Arouses hostile feelings
Absenteeism
Hostile feeling inwards might results in
blood pressure, ulcers, asthma
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WHY CHANGE IS RESISTED ?
INDIVIDUALS
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Why Individuals Resist CHANGE ?
RESISTANCE TO CHANGE
HABIT
Fear of the unknown
Selective perception
LACK OF INFO.
RESENTMENT TOWARDS INITIATOR
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Why Organizations Resist CHANGE ?
Power Maintenance
Structural Stability
Functional Sub-
optimization
Organizational Culture
Group Norms
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OVERCOMING RESISTANCE TO CHANGE
Education and Communication
Participation and Involvement
Facilitation and Support
Negotiation and Agreement
Manipulation and Co-optation
Explicit and Implicit Coercion
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PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE
EDUCATION &
COMMUNICATION
PARTICIPATION &
INVOLVEMENT
People will help with
implementation
Time – Consuming
Participating people will
be committed
Time consuming
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PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE (CONTD).
Works best with
adjustment problems
Time – Consuming ,
expensive and may still fail.
Easier to avoid major resistance
Can be too expensive in many cases
FACILITATION &
SUPPORT
NEGOTIATION &
AGREEMENT
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PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE (CONTD).
Relatively quick and
inexpensive solution
Can lead to future
problems.
Speedy and tackles all resistance.
Risky
MANIPULATION &
CO-OPTATION
EXPLICIT & IMPLICIT
COERCION
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