managing change
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New_Ch_8_RD.pptChapter 8
Resistance to Change
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change”
(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12),
change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
Resistance to Change
- Resistance is a very real and common issue that is often faced by change managers during the change process.
- Resistance to change may be the reason for the failure of an attempted change. However, the reality may be more complex. For example,
sometimes poor management of the change process can be more at fault than resistance (in such a situation resistance might even be a valuable ‘warning sign’)
sometimes change is welcomed (not resisted) because it is seen as having benefits (e.g., improved security, money, or status)
Resistance to Change
Causes of Resistance
Symptoms
- Active
- Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Causes of Resistance
- Innate dislike of change
- Low tolerance of uncertainty
- Perceived negative effects on interests
- Attachment to the organizational culture/identity
- Perceived breach of psychological contract
- Lack of conviction that change is needed
- Lack of clarity as to what is expected
- Belief that the proposed changes are inappropriate
- Perception that the timing is wrong
- Too much change
- Cumulative effect of other life changes
- Perceived ethical conflict
- Legacy of past changes
- Disagreement with how the change is managed
Resistance to Change
Causes of Resistance
Symptoms
Active
Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Symptoms of Resistance: Active
- being critical
- finding fault
- ridiculing
- arguing
- appealing to fear
- starting rumours
- distorting facts
- blaming/accusing
- intimidating/ threatening
- manipulating
- sabotaging
- blocking/ undermining
Resistance to Change
Causes of Resistance
Symptoms
Active
Passive
Managers as Resisters
Managing Resistance
Change Images and Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
*
Symptoms of Resistance: Passive
- Agreeing verbally but not following through (“malicious compliance”)
- 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
Resistance to Change
Causes of Resistance
Symptoms:
Active
Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Managers as Resisters
- Managers are usually represented as the advocates of change (and ‘the managed’ as the resistors, but the reality can be more complex
- Managers are not a homogeneous group, for example, those in one part of an organization may support a change, but those in another part oppose it
- Middle managers have a crucial role: they can be critical players in determining the success (or otherwise) of a change initiative
Resistance to Change
Causes of Resistance
Symptoms:
Active
Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Managing Resistance 1
- ‘Let Nature Take Its Course’
A largely ‘hands-off’ approach based on the view that people respond to change by progressing through a stage response – denial, resistance, exploration and commitment – i.e., resistance is a stage that will ‘pass’ without management intervention
- Attraction Strategies
Based on the idea that resistance is attraction to elements of the current system so managing change involves identifying (and making explicit) the new attractors (in the proposed change)
Resistance to Change
Causes of Resistance
Symptoms
Active
Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Managing Resistance 2
- Contingency Approaches
‘contingency’ means that actions are tailored to the specific characteristics of the situation, that is, there is no ‘one best way’
Kotter & Schlesinger (2008) identify six strategies for managing resistance, appropriate in different situations:
education – keeping people informed
participation – involving people actively
facilitation – providing technical and emotional resources
negotiation – offering incentives to reduce resistance
manipulation – making selective use of information
coercion – threatening undesirable consequences
Resistance to Change
Causes of Resistance
Symptoms
Active
Passive
Managers as Resisters
Managing Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Change Images & Resistance
Resistance to Change
Causes of Resistance
Symptoms
Active
Passive
Managers as Resisters
Managing Resistance
Signs of Resistance
Change Images & Resistance
6-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
| Images | Perspective on Resistance to Change |
| Director | Resistance signifies that not everyone is on board with the change program. Managerial skills can be acquired to overcome this. |
| Navigator | Resistance is expected and represents different interests within the organization. It should be overcome but this is not always possible. |
| Caretaker | Resistance is short-lived and change will occur regardless of attempts to stop it. |
| Coach | Resistance is to be expected and managers need to show others that the resistance does not promote effective teamwork. |
| Interpreter | Resistance occurs when the change is not interpreted well or understood. The manager’s role is to clarify the meaning of the change. |
| Nurturer | Resistance is irrelevant to whether the change will occur. Resistance is a matter of guesswork by the resistor. |
