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A PRESENTATION ONA PRESENTATION ON
CAUSES OF RESISTANCE TO CHANGECAUSES OF RESISTANCE TO CHANGE
BY-AMRENDRA KUMARBY-AMRENDRA KUMAR
UPENDRA VERMAUPENDRA VERMA
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WHAT IS CHANGE ?WHAT IS CHANGE ?
To cause to be different.To cause to be different.
Doing something that one is not used to doing.
Change is a law of nature. It is necessary is wayChange is a law of nature. It is necessary is wayof life for survival & growth. Man has mouldof life for survival & growth. Man has mouldhimself continually to meet new demands &himself continually to meet new demands &
face new challenges.face new challenges.
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ORGANISATIONAL CHANGE-ORGANISATIONAL CHANGE-
It is the process by which organizationIt is the process by which organizationmoves from their present state tomoves from their present state tosome desired state to increase theirsome desired state to increase theireffectiveness.effectiveness.
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Why change?????Why
change?????
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WHAT IS RESISTANCE ?WHAT IS RESISTANCE ?
Resistance is an inevitable response to any majorResistance is an inevitable response to any majorchange.change.
It is the behavior which is intended to protect anIt is the behavior which is intended to protect anindividual from the effect of real or imaginesindividual from the effect of real or imagines
change.change.
OROR
Any conduct that serves to maintain the status quoAny conduct that serves to maintain the status quoin the face of pressure to alter the status quo.in the face of pressure to alter the status quo.
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Causes of Resistance to ChangeCauses of Resistance to Chang
e
Causes
Individual level
Group level
Organization level
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Causes at Individual LevelCauses at Individual Level
HabitHabit
Fear of UnknownFear of Unknown
Fear of LossFear of LossNew LearningNew Learning
Disruption of Stable FriendshipDisruption of Stable Friendship
Logical ReasonsLogical Reasons
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Causes at Group LevelCauses at Group Level
Group NormsGroup Norms
Group ThinkingGroup Thinking
Group CohesivenessGroup Cohesiveness
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Causes of resistance atCauses of resistance atOrganisational LevelOrganisational Level
Reasons Stability of SystemsInterorganisational
Agreements
Sunk Cost Resource Limitations
Counting Past Successes
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ExplanationsExplanations
Counting Past SuccessesCounting Past SuccessesA major problem before the organisationsA major problem before the organisations
which have past success stories is how towhich have past success stories is how to
face challenges of the changing environment.face challenges of the changing environment.
Stability of SystemsStability of SystemsThe system is stabilized and any change mayThe system is stabilized and any change may
be perceived a threat by the organisation.be perceived a threat by the organisation.
Resource LimitationsResource LimitationsThe organisation has to adapt to its environThe organisation has to adapt to its environ
ment but the adaptation has its own cost.ment but the adaptation has its own cost.
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ContinueContinue
Sunk CostSunk CostCost already incurred which cannot beCost already incurred which cannot be
recovered regardless of future events.recovered regardless of future events.
Interorganisatonal AgreementsInterorganisatonal AgreementsThe organisation interacts with its environThe organisation interacts with its environ
ment, in this interaction process, it may enterment, in this interaction process, it may enter
into agreement with other organizations overinto agreement with other organizations over
certain aspects of working.certain aspects of working.
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FORCE FIELD THEORYFORCE FIELD THEORYBY-KURT LEWINBY-KURT LEWIN
Assume that in any situation, there are both drivingAssume that in any situation, there are both drivingand retraining forces which influence any changeand retraining forces which influence any changethat may occur.that may occur.
Driving forces are those which affect a situation byDriving forces are those which affect a situation by
pushing it in particular direction; they tendpushing it in particular direction; they tendinitiateinitiatea change and keep it going.a change and keep it going.
Restraining forces act to restrain change orRestraining forces act to restrain change or
decrease the driving force.decrease the driving force. equilibrium is reached when sum of driving forcesequilibrium is reached when sum of driving forces
equals the sum of restraining forces.equals the sum of restraining forces.
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LEWIN`S 3 STAGE MODEL OFLEWIN`S 3 STAGE MODEL OFCHANGE SYSTEMCHANGE SYSTEM
Unfreezing Moving Refreezing
Reducing the Developing new Reinforcing newForce for attitude, values values, attitudestatus quo and behavior and behavior.
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6 stages of change process6 stages of change processFollowing up the change
Implicating the change
Planning the change
Diagnosing the change
Recognizing the need for change
Becoming aware of the The ressure for chan e
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How to overcome theHow to overcome theResistance to change?Resistance to change?
Overcome
Education &Communication Participation
CoercionManipulation &
Co-operationNegotiation
Facilitation & Support
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Education & Communication
It means to instruct, to learn or to impart
Information.
PARTICIPATION
It was support to the fact that the individual
find it difficult to resist a change decisionIn which they participate.
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MANIPULATIONMANIPULATIONIt means twisting the facts to make themIt means twisting the facts to make them
More attractive and spreading rumors forMore attractive and spreading rumors forThere own interest.There own interest.
NEGOTIATIONNEGOTIATIONIt means to reach agreement by discussion.It means to reach agreement by discussion.
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FACILITATION AND SUPPORTFACILITATION AND SUPPORT
Providing support and empathy to thoseProviding support and empathy to thoseemployees who have trouble dealingemployees who have trouble dealing
with changewith change..
COERCIONCOERCIONIt is application of direct threats or forceIt is application of direct threats or force
on resistance to change.on resistance to change.
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