managing change and stress

Peoples’attitudetochange……Why?peopleresisttheChange!!!ADynamicModelofResistancetoChangeRecipientcharacteristicsChangeagentcharacteristicChangeagent-recipientrelationshipResistancetoChange1.Disruptionofculturaltraditionsand/orgrouprelationships2.Personalityconflicts3.Lackoftactand/orpoortiming4.Leadershipstyle5.FailingtolegitimizechangeChangeagentcharacteristicADynamicModelofResistancetoChangeRecipientcharacteristicsChangeagentcharacteristicChangeagent-recipientrelationshipResistancetoChange1.Anindividuals’predispositiontowardchange2.Surpriseandfearoftheunknown3.Peerpressure4.Fearoffailure5.Lossofstatusand/orjobsecurity6.PeerpressureRecipientcharacteristicsADynamicModelofResistancetoChangeRecipientcharacteristicsChangeagentcharacteristicChangeagent-recipientrelationshipResistancetoChangeAlternativeStrategiesforOvercomingResistancetoChangeAManagementClassic:ResistancetoChange•Oneofthemostfamousstudiesonorganizationalchange,theHarwoodManufacturingCompany.•Theplanthadalonghistoryofdisruptionseverytimechangesweremade.•Althoughthechangesweretypicallyminor,theemployeesresisted.•TheusualwaythatHarwood’smanagementmadethesechangeswasautocratically.•Thechangeswouldbeimplementedimmediately.Theemployeeswouldrebel.•SoHarwood’sexecutivesbroughtinaconsultantasachangeagenttohelpwiththeirproblem.􀂾◆Asanexperiment,theconsultantarrangedforthenextchangetobeconductedinthreegroups,usingthreedifferentmethods.•Thechangeagentgathereddataoverafortydayperiod.•WhathefoundstronglysupportedthevalueofParticipation.􀂾◆Inthecontrolgroup,resistanceoccurredasbefore.􀂾◆Intherepresentativeandfull-participationgroups,therewerenoresignations,onlyonegrievance,andnoabsenteeism,andparticipationwaspositivelyrelatedtoproductivity.◆forpermanentchangetooccurwithoutextensiveresistance,employeesmustbeinvolved.•Theconclusionofthestudy:18-13Canbeverytimeconsuming,expensiveandstillfailNootherapproachworksaswellwithadjustmentproblemsPeopleareresistingbecauseofadjustmentproblemsFacilitationandSupportCanbeverytimeconsumingifparticipatorsdesignaninappropriatechangePeoplewhoparticipatewillbecommittedtotheimplementationofchangeTheinitiatorsdonothavealltheinformationtheyneedtodesignthechange&othershaveconsiderablepowertoresistParticipationandInvolvementCanbeverytimeconsumingiflotsofpeopleareinvolvedOncepersuaded,peoplewilloftenhelpwithimplementationofchangeThereisalackofinformationorinaccurateinformation&analysisEducationandCommunicationDrawbacksAdvantagesCommonlyUsedinSituationsWhere:ApproachSixStrategiesforOvercomingResistancetoChange18-14CanbeveryriskyadleavepeoplemadattheinitiatorsItisspeedyandcanovercomeanykindofresistanceSpeedisessentialandwherethechangeinitiatorspossessconsiderablepowerExplicitandImplicitCoercionCanleadtofutureproblemsifpeoplefeelmanipulatedItcanberelativelyquickandinexpensiveOthertacticswillnotworkoraretooexpensiveManipulationandCo-optationCanbetooexpensiveinmaycasesifitalertsothertonegotiateforcomplianceSometimesitisarelativelyeasywaytoavoidmajorchangeSomeoneorsomegroupwillclearlyloseoutinachangeandwherethatgrouphasconsiderablepowertoresistNegotiationandAgreementDrawbacksAdvantagesCommonlyUsedinSituationsWhere:ApproachSixStrategiesforOvercomingResistancetoChange