Resistance to change
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Transcript of Resistance to change
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Resistance to Change
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Signs of resistance to change
Being critical Finding fault Ridiculing Appealing to fear Use facts selectively Blaming or accusing Sabotaging
Intimidating or threatening Manipulating Distorting facts Blocking Undermining Starting rumors Arguing
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Passive Resistance
Agreeing verbally but not following through Failing to implement change Procrastinating or dragging one’s feet Feigning ignorance Withholding information, suggestions, help or
support Standing by and allowing change to fail
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Reasons for Resistance to Change
Dislike of change Discomfort with uncertainty Perceived –ve effect of interests Attachment to the established culture Perceived breach of psychological contract Lack of conviction that change is needed Lack of clarity as to what is expected Belief that the specific change being proposed is
inappropriate
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Reasons for Resistance to Change-contd
Belief that timing is wrong Excessive change Cumulative effect of other changes Perceived clash with ethics Reaction to the experience of previous
changes Disagreement with way change is being
managed
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Outcomes to cause positive reaction to change
Security Money Authority Status / prestige Responsibility Better working conditions Self-satisfaction Better personal contacts Less time & effort
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Power of Resistance
Maintain clear focus Embrace resistance Respect those who resist Relax Join with the resistance
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Factors Causing Resistance to Change
Fear of Unknown Loss of Control Loss of Face Loss of Complacency Need for Security Poor Timing Force of Habit Lack of Support Lack of Confidence Lingering Resentment
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Resistance & Response I don’t want to
Tell me exactly what you want me to do
I will do it next week.
Wow! Great!!
It would be better if it is implemented in XYZ dept.
Why? Whats your concern? What aspects are unclear to you? Is there anything important preventing you from doing it
tomorrow? I am pleased. When can I expect & what from you? I appreciate your concern. We have plans for them also. I want
you to do…
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X is not going to like this
You owe me one
See what you are making me do
We have always done it this way
X is supportive (or) I will discuss with X separately. What is your view?
I have not forgotten. But I need your support in this one. We can discuss…But we need to do this. How can we ensure that the new way incorporates best of
traditional way?
Resistance & Response
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Responding to Resistance
When did you first become aware? What form did it take? What were your first thoughts? What made you decide that you had to do something? What actions did you take? What was the impact – short term? Long term? Would you do anything differently?
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Methods for Managing resistance to change
Method Characteristic Context of Use Concern of Difficulties
Education & Communication
Participation & involvement
Facilitation & Support
Negotiation & Agreement
Manipulation & Cooption
Explicit & Implicit Coercion
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Seven Stage Model of Consulting Process
1. The development of a need for change. (unfreezing)
2. The establishment of a change relationship. (between client and consultant)
3. The clarification or diagnosis of client system’s problems4. The examination of alternative routes and goals, establishing
goals and intentions of actions5. The transformation of intentions into actual change efforts.
(change)
6. The generalization and stabilization of change. (Refreezing)
7. Achieving a terminal relationship. (terminating client-consultant relationship)
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Inertia in Formulation StageDistorted perceptionInterpretationBarriers & vague strategic priorities
MyopiaDenialPerpetuation of ideasImplicit assumptions
Low motivation Communication barriersOrganzational silenceDirect costs of changeCannabilisation costsCross subsidy costs
Lack of creative response Past failuresDifferent interested among employees and managementFast and complex environmental changesResignationInadequate strategic vision
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Inertia In Implementation Stage
Political and cultural deadlocks
Implementation climate & relation between change values and organizational valuesDepartmental politicsIncommensurable beleifs
Other sources Deep rooted valuesForgetfulness of social dimension of changeLeadership inactionEmbeddeed routinesCollective action problemsCapabilities gapcynicism