Resistance to change
26 important questions on Resistance to change
Kirkpatrick lists a number of outcomes that probably evoke positive reactions in human regarding change (x9)
- money
- authority
- status/prestige
- responsibility
- better working conditions
- self-satisfaction
- better personal contacts
- less time and effort
What is the vision of Schon regarding resistance to change?
Ford and Ford identify five ways in which resistance can be used productively
Clarify the purpose: make the roles of those affected understood
Consider new possibilities: accept the appropriate ideas of those resisting
Listen to the voices: encourage participation and engagement
Deal with the past: current responses to change can be based on past failures.
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Resistance has 3 dimensions with components
- Cognition: what someone thinks about it
- behavior: how one behaves in the face of a change
The behavior can take different forms. Hultman distinguishes 2 types of resistance, active and passive. Explain these symptoms of active and passive resistance
Passive resistance: procastinating, agreeing verbally but not following through, making mistakes when implementing the change, withholding information, allowing changes to be unsuccesful etc
What does uncertainty in a change situation indicates?
the key point is that the discomfort is based on a lack of information - a lack that can be remedied
Attachment to the established corporate culture/identity.
Reger et al. Argue there are two mental images that undermine acceptance of change when they are in conflict with the established corporate culture, which two?
Active resistance: can occur when the change contradicts with the key elements of the corporate culture
What is a psychological contract?
defined partly by an formal written agreement and in part by informal social and psychological dimensions
What is the vision of Gadiesh and Gilbert on a brilliant business strategy?
Excessive change.
Stensaker et al. Mention two forms of extreme changes, which 2?
- the second form means that the organisation wants to make some changes and that people in the business feel that resources are passed on to new initiatives, before the previous initiatives have been given sufficient attention for them to be effectively implemented. This can lead to initiative fatigue, overload or burnout and resistance to emerging changes.
Bruch and Menges claim that intense market pressures have increased the number of new initiatives, leading organisations into the 'acceleration trap', where staff are demotivated, focus is scattered and customers are confused.
They identify three damaging patterns, which 3?
- multi-loading: staff are asked to cover too many kinds of different activities
- perpetual loading: the organisation is running close to full capacity
Reaction to the experience of earlier changes.
The experience someone has had in the past with certain changes, can affect how people think about change. Through previous experiences, people develop scripts , explain this concept
Managers as change resistors.
Explain the boiled frog effect
The manager is in the first position in which it does not react to small changes that accumulate, until in the end the situation has greatly changed.
Explain the paradox of succes / Icarus paradox.
This occurs mainly when the organisation is experiencing/ has experienced great success, thus believing that their current strategies and operations are the most appropriate, which leads them to ignoring change signals
A situational/contingency approach.
Kotter and Schlesinger provide a classic model for managing resistance. They identified six methods, which 6?
- Education and communication
- Participation and involvement (can slow the process)
- Facilitation and support (deliver technical and emotional resources)
- Negotiation and agreement: offer incentives may lead to watering down of key elements of change
- Manipulation and co-optation: use selective information to 'sell' the change to people
- Explicit and implicit coercion:
A common mistake made by managers is to use only one approach or a limited set of them regardless of the situation
The resistance-cycle 'let nature take its course'
Another approach towards managing change is treating resistance as part of a psychological cycle. What are according to Jick and Peiperl the phases of this circle?
Defensive retreat (anger)
Acknowledgment (mourning)
Adaption and change (acceptance)
This cycle has also been developed by Scott and Jaffe, which consists of what four stages?
Resistance: this phase begins with the recognition that the change situation is not going to go away. Stress begins to increase and forms of resistance appear. This phase ends when individuals start to believe that the change is for the better good and they have an important role in achieving that
Exploration: there is new energy in the organisation and everyone is prepared for the opportunities in the new situation
Commitment: there is attention to the new state of affairs
In the model of Karp, what says the way someone responds to change verbally say? And what does the concept of 'creative counters' mean
Karp called the different responses 'creative counters'
Explain the process of thought self-leadership (TSL)
What are the propositions of TSL?
- TSL can influence these perceptions in different ways (next card)
- These processes are the way of thinking, called thought patterns that affect the response to change. This may be opportunity thinking, in which the new situation is viewed positively: as an opportunity to learn new things and increase experience. Conversely, obstacle thinking happens when a new situation is negatively perceived as a threat
TSL can influence these perceptions in three ways, which 3?
- self- talk: what people tell themselves often results from emotional dispositions that affect cognition and behavior. In this way, people can develop positive perceptions about the change.
- Mental imagery: this refers to imagining actions before they are undertaken. Visualisation of a successfully performing a task increases the perception that the action actually will be succesfully undertaken
What is the advantage of TSL?
Abrahamson argues that for a successful introduction of change, organisations have to apply processes of tinkering and kludging.
Explain these concepts
The difference between tinkering and kludging is a matter of scale.
Tinkering- bit more modest with configurations within departments
Kludging is tinkering on a larger scale
Abrahamson.
Explain the concept of pacing
The power of resistance.
Maurer argues that resistance can also be used to build support for change. Respecting resistors makes relationships stronger and improves the prospects for succesful change. Maurer lists 5 fundamental touchstones, which 5?
- embrace resistance
- respect those who resist
- relax, dont fight back with an 'attack' of resistance because tension limits the ability to keep the broader picture in mind
- join in with the resistance: emphasize points on which both parties agree
According to Jick and Peiperal (who developed a similar model in which it is said the resistance should be reconsidered and should be seen as part of the process that can function as feedback on the change) what sort of resistance can achieve these benefits?
Although acknowledging feedback could be beneficial, there are some situations where focusing too much on objectors might be counterproductive, as not as much focus would be allocated on the actual implementation of the change strategy
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