What we must learn today???

IMAGE OF MANAGING CHANGE..
 
1.Director
Resistance signifies that not everyone is on board with the change program. Managerial skills can be acquired to overcome this.
 
2.Navigator
Resistance is expected and represents different interests within the organization. It should be overcome but this is not always possible.
 
3.Caretaker
Resistance is short-lived and change will occur regardless of attempts to stop it.
 
4.Coach
Resistance is to be expected and managers need to show others that the resistance does not promote effective teamwork.
 
5.Interpreter
Resistance occurs when the change is not interpreted well or understood. The manager’s role is to clarify the meaning of change.
 
6.Nurturer
Resistance is irrelevant to whether the change will occur. Resistance is a matter of guesswork by the resistor.

 

RESISTANCE TO CHANGE
 

• Resistance is a very real and common issue that is faced by change managers during the process of change.
• It can be considered “tridimensional” – made up of three components:

1. Affective: how a person feels about change
2. Cognitive: what they think about it
3. Behavioural: how they act or what they do in the face of change.
4. The behavioural response may take active or passive forms.

SIGNS OF RESISTANCE : ACTIVE

• Being critical
• Finding fault
• Ridiculing
• Appealing to fear
• Using facts selectively
• Blaming or accusing
• Sabotaging

SIGNS 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

 
WHY CHANGE IS RESISTED???

1. Dislike of change
2. Discomfort with uncertainty
3. Perceived negative effects of interests
4. Attachment to the organizational culture/identity
5. Perceived breach of psychological contract
6. Lack of conviction that change is needed
7. Lack of clarity as to what is needed
8. Belief that the specific change being proposed is inappropriate
9. Belief that the timing is wrong
10. Excessive change
11. Cumulative effects of other changes in one’s life
12. Perceived clash with ethics
13. Reaction to the experience of previous changes
14. Disagreement with the way the change is being managed

MANAGING RESISTANCE

1) Thought Self-Leadership:

• Resistance to change can be overcome by influencing the perceptions of individuals that drive the way they react to change.

2) Tinkering, Kludging, and Pacing:

• This reconfigures existing business practices and models to make change successful.

3) The “Power of Resistance”:

•  Resistance can be used to build support for change in the organization.