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Unit3-ResistancetoChangeUnderstandingandRationale.pdf

Unit 3- Resistance to Change: Understanding and Rationale

Professor: Omar Sakijha

• So, let’s begin with Contentment. In this room we feel focused and in control. Life is good and our energies go into maintaining a good system rather than looking for change.

• And then something or somebody comes along, and change appears. Our first reactions to change are characterized by the Self-Censorship (denial) Room. It is OK and perfectly ‘normal’ to be in denial initially and the phase can act as a way of keeping us focused and not getting sidetracked. Important change will not go away though and ultimately, we will recognize our need to respond. Our next destination, therefore, is Confusion-Conflict.

• Willingness to respond to change is generally high, but clarity of what to do is low. Typical responses can sound something like “I want to change how I do things, but I just don’t know what or how to do it’.

• However, given the right support and time, clarity begins to emerge, and we step into the room of Inspiration-Renewal. This is a room of high energy, possibilities and creativity. The goals have a sharp focus, and we are highly motivated to achieve them. Ultimately, we reap the rewards of renewal and arrive back in the contentment room, at least for the time being!

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The House of Change ( 4 rooms Theory)

The House of Change ( 4 rooms Theory)

• The Four Rooms of Change is a theory that deals with change, what happens to people and organizations in transition and how they can influence the change process by taking responsibility for their emotions and actions.

• The model was developed by the Swedish psychologist, Claes Janssen as part of his groundbreaking research on the dynamics of change.

• The four rooms – or psychological states of mind – are Contentment, Self-censorship (denial), Confusion-Conflict and Inspiration-Renewal.

What is change resistance • Change resistance is the psychological, emotional, or behavioral reluctance or opposition that individuals or groups within an organization may exhibit in response to proposed or ongoing changes.

• It represents a natural tendency for people to resist modifications to established routines, practices, or norms, particularly when those changes challenge their comfort, familiarity, or perceived interests

• Change resistance can manifest in various forms, ranging from passive disengagement and skepticism to active opposition and sabotage.

• It may arise from a combination of factors, including fear of the unknown, loss aversion, concerns about job security or workload, distrust in leadership, and attachment to existing ways of working or identities

Common factors of change resistance

Fear of the unknown – “what is going to happen to me?!” Loss aversion “Making this change means that this process that works really well for me is going to go away” Cognitive dissonance “I really like the current system, but I’m seeing some potential good uses for what the new system offers…but I really hate to change what I am used to!” Control and autonomy – “I don’t want to have to input all of my sales pipeline into a single enterprise repository” Lack of trust – “Leadership hasn’t done their homework on this… this system won’t meet my needs” Emotional attachment – “I love being the ‘expert’ for our current system”

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Resistance

• Resistance refers to the hidden behavior that counteracts and restricts management attempts to exercise power and control in the workplace.

• It has an application at all levels of the organizational hierarchy, from shopfloor employees developing ways of combating alienation through informal processes and actions; through professional

Conflict and resistance

(Outcomes) • Sabotage – attempts to disrupt or destroy processes or products. This could include

breaking equipment or being rude to customers • Escaping – removing oneself from work tasks. This could include absenteeism,

resignation, coming in late, going home early, or withdrawing mentally through daydreaming or just ‘going through the motions’ of work without really thinking about what you are doing

• Joking – making fun of one another with a requirement not to take offence, for example joke-telling, bantering, practical jokes

• Fiddling – illegitimately acquiring company resources (time, equipment, services) for personal use, such as stealing office supplies, messing around on the computer instead of working

Implications of work resistance

Mckinsey 7S Change Management Model and its Application

• Basically, this model of change management aligns the objectives of organizational transitions to companies’ organizational design.

• Furthermore, McKinney 7S Model classifies the internal elements within an organization into soft elements and hard elements.

• The hard elements identified under McKinsey's 7S Model include structure, strategy, and systems.

• On the contrary, the soft elements as per the model include shared values, skills, staff, and styles.

McKinsey 7S Framework

Read the Kodak article attached

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ØAssess what lead them to Innovation Failure

ØMckinsey 7S Framework to resolve their failure in terms of Strategy, Employee staffing, organizational structure and Techological/ digitial failures.

ØHints and clues : to assess the employee motivation and staffing issues use the ADKAR model first. Secondly, to assesss the organizational as a whole use Mckinsey’s model.

Thank you Any questions ?

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