1. Chapter 6 Resistance to Change McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Images of Managing Change Resistance to Change Signs of Resistance: -Active -Passive Why Change is Resisted? Managing Resistance ImagesPerspective on Resistance to Change DirectorResistance signifies that not everyone is on board with the change program. Managerial skills can be acquired to overcome this. NavigatorResistance is expected and represents different interests within the organization. It should be overcome but this is not always possible. CaretakerResistance is short-lived and change will occur regardless of attempts to stop it. CoachResistance is to be expected and managers need to show others that the resistance does not promote effective teamwork. InterpreterResistance occurs when the change is not interpreted well or understood. The manager’s role is to clarify the meaning of change. NurturerResistance is irrelevant to whether the change will occur. Resistance is a matter of guesswork by the resistor. 6-2

3. Resistance to Change Resistance is a very real and common issue that is faced by change managers during the process of change. 6-3

4. Resistance to Change “tridimensional” – made up of three components: –Affective: how a person feels about change –Cognitive: what they think about it –Behavioural: how they act or what they do in the face of change. The behavioural response may take active or passive forms. Can be categorized in two groups –Active –Passive These can be observed, and seen as symptoms.

5. Signs of Resistance: Active Being critical Finding fault Ridiculing Appealing to fear Using facts selectively Blaming or accusing Sabotaging  Intimidating or threatening  Manipulating  Distorting facts  Blocking  Undermining  Starting rumors  Arguing Images of Managing Change Resistance to Change Signs of Resistance: -Active -Passive Why Change is Resisted? Managing Resistance 6-5

6. 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 Images of Managing Change Resistance to Change Signs of Resistance: -Active -Passive Why Change is Resisted? Managing Resistance 6-6

7. Why is change resisted?

8. Why Change is Resisted? Dislike of change Discomfort with uncertainty Perceived negative effects of 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 needed Images of Managing Change Resistance to Change Signs of Resistance: -Active -Passive Why Change is Resisted? Managing Resistance 6-8

9. Why Change is Resisted? Belief that the specific change being proposed is inappropriate Belief that the timing is wrong Excessive change Cumulative effects of other changes in one’s life Perceived clash with ethics Reaction to the experience of previous changes Disagreement with the way the change is being managed Images of Managing Change Resistance to Change Signs of Resistance: -Active -Passive Why Change is Resisted? Managing Resistance 6-9

10. What ways can resistance be managed?

11. Managing Resistance A “Situational” Approach: –this proposes six methods for managing resistance that should be chosen based on contextual factors. 1.Education and Communication 2.Participation and Involvement 3.Facilitation and Support 4.Negotiation and Agreement 5.Manipulation and cooptation 6.Explicit and implicit coercion Sometimes, managers use only one approach.. (Kotter & Schlesinger) 6-11

12. The Resistance Cycle, aka “Let Nature Take Its Course”: –here resistance has four psychological states through which people naturally progress Managing Resistance DenialResistanceExplorationCommitment ImmobilizationImmobilization Shock AngerAnger Defensive Retreat MourningMourning Acknowledgement AcceptanceAcceptance Adaptation and Change  Scott & Jaffe  Jick & Peiperl

13. “Creative Counters” to Expressions of Resistance: –this focuses on a micro-aspect of change – comments that might signal resistance and comments that managers may use to counter the expressed sentiment. (Karp, 1996). Managing Resistance

14. Thought Self-Leadership: –Resistance to change can be overcome by influencing the perceptions of individuals that drive the way they react to change. (Pettigrew, 1985) Propositions –Perceptions influence response to change –Perceptions can be influenced through changing beliefs, self-talk, mental imagery –These contribute to “thought patterns” 6-14

15. Tinkering, Kludging, and Pacing: –This reconfigures existing business practices and models to make change successful. (Abrahamson; Quinn, 1996) –Tinkering: leveraging existing capabilities –Kludging: leveraging existing capabilities to create new products, business, etc –Pacing: mixing the most disruptive changes with tinkering and cludging Managing Resistance

16. The “Power of Resistance”: – Resistance can be used to build support for change in the organization (Maurer, 1996) Managing Resistance