change resistance

8/23/2019 Change Resistance

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Chapter 6Slide 1

Overcoming Resistance

to Change


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Learning Objectives (part 1 of 2)

Identify forces within individuals and

organizations that cause resistance to

change.

Recognize strategies that can increase

motivation to change.


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Learning Objectives (part 2 of 2)

Diagnose forces driving and resisting

organization change.

Experience reactions to a change situation.


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Toys Are Mattel (part 1 of 2)

The toy industry is going through radical

change.

Mattel has history of nearly falling apart every

decade since the 1970s.


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Toys Are Mattel (part 2 of 2)

CEO Eckert moving Mattel to redefine core

business.

Better control inventory

Streamline manufacturing

Develop more toys in-house.

Expand overseas as toys mature in the U.S.


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Change and Reinvent (part 1 of 2)

Many organizations being forced to radically

change.

Organizations face major challenge in

managing change.


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Change and Reinvent (part 2 of 2)

Organizations need capacity to adapt quickly.

People are focus of most serious challenges.

Large scale changes often incur significant

problems and challenges.


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Changes on Personal Level

Set patterns of behavior.

Defined relationships with others.

Work procedures, and job skills.


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Changes on Organizational Level

Policies.

Procedures.

Organization structures.

Manufacturing processes.

Work flows.


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Life Cycle of Resistance to

Change (part 1 of 5)

The response to change tends to move through

a life cycle of 5 phases:

Phase 1.

Only few people who see need for

change.Resistance appears massive.


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Phase 2.

Forces for and against change become

identifiable.

Change more thoroughly understood.

Novelty of change tends to disappear.


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Phase 3.

Direct conflict and showdown between

forces.

This phase probably means life or death

to change.


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Phase 4.

Remaining resistance seen as stubborn.

Possibility that resisters will mobilize

support to shift balance of power.


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Phase 5.

Resisters to change are as few and as

alienated as were advocates in first

phase.


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An Experiential Approach to Organization Development 7th

edition Chapter 6Slide 15

Major Factors Affecting

Success of Change

Advocates of

change

Degree of change

Time frame

Impact on culture

Evaluation of

change.


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Figure 6.1Change Factors


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Advocates of Change

Person leading change program is often most

important force for change.

Internal or external OD practitioners may be

brought in to assist.


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Degree of Change

Is change minor or major?

The greater the degree of change, the more

difficult it is to implement.


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Time Frame

Greater chance of success if change is gradual

and in longer time frame.

Some organizations only chance for survival

depends on radical change introduced swiftly.


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Impact on Culture

The greater the impact on existing culture,

the greater the resistance and difficulty to

implement change.


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Evaluation on Culture

Standards of performance developed to

measure change and impact on

organization.


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A Change Model (part 1 of 5)

Two major considerations in organizational

change are:

Degree of change.

Impact on organizations culture.


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Figure 6.2Change Model


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Quadrant 1

Minor change, minor impact on culture.

Resistance will be at lowest level and success

will be most probable.


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Quadrant 2

Minor change, major impact on culture.

Some resistance can be expected.


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Quadrant 3

Major change, minor impact on culture.

Some resistance is likely.

Good management can probably overcome it.


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Quadrant 4

Major change, major impact on culture.

The greatest resistance can be predicted.

The probability of success is low.


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Driving Forces Toward

Acceptance of ChangeDriving forces are anything that increases

organization to implement proposed change.

Driving forces include:

Dissatisfaction with present situation.

External pressures toward change.


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Momentum Toward Change

Once change underway, certain forces tend to

push change along.

Those involved probably become committed.

When money is committed to start a change,

organization likely will want to continue.

Change in one part of organization may set off

chain reaction in other parts.


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Motivation by Management

Manager or advocate of change becomes

motivating force.

Top managements encouragement can

motivate change.


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Our Changing World:

Globalization of Worlds Business?(part 1 of 3)

Globalization has occurred for hundreds of

years but recently experienced exponential

growth.


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Our Changing World (part 2 of 3)

Reasons for Increase Include:

Improvements in communications and

transportation.

More efficient global banking systems.

Surpluses in capital in US, Japan, Europe.

Worldwide lowering of trade barriers.


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Our Changing World (part 3 of 3)

Statistics of globalization include:

By 2000 number of MNCs above 63,000.

1,000 largest MNCs account for 80% of

worlds industrial production.

MNCs are based all over world:

US 37%. Japan 21%. Europe 25%.

Also based in developing countries.


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Restraining Forces Blocking

Implementation of Change(part 1 of 2)

Uncertainty regarding change.

Fear of unknown.

Disruption of routine.

Loss of benefits.


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Restraining Forces Blocking

Implementation of Change(part 2 of 2)

Threat to security.

Threat to position power.

Redistribution of power.

Disturb existing social networks.

Conformity to norms and culture.


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Driving Forces and Restraining

Forces Act in TandemEffective change programs increase driving

forces and decrease restraining forces.

Force-field analysis model is useful way to view

driving and restraining forces.


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Strategies to Lessen Resistance(part 1 of 2)

Education and communication.

Create a vision.

Participation and involvement of members.

Facilitation and support.

Negotiation and agreement.


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Strategies to Lessen Resistance(part 2 of 2)

Leadership.

Reward systems.

Explicit and implicit coercion.

Climate conducive to communications.

Power strategies.


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OD In Practice:

How Dupont Shortened

Its Stove-pipes (part 1 of 3)Industrial Polymers Division (IPD) shows how

DuPont can change.

Products out-dated.

Problems included low morale and low

productivity.Top and middle management understood need

to improve.


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OD in Practice (part 2 of 3)

Only major change would improve division.

Forces for change included:

People aware of average performance.

They had desire to turn things around.

Widely held belief that survival of division andpersonnel hung in balance.


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OD in Practice (part 3 of 3)

Vision statement was developed by employees.

Plans made to implement team efforts and self-

management.

No customary stove-pipe hierarchy of

supervisors and no formal departments.


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Keywords and Concepts

Driving forces - increases client system to

implement proposed change.

Employee stock ownership plan (ESOP) -

grant stock or stock options to broad section

of employees.


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Gain sharing - reward system that recognizes

value of specific group. Knowledge-based pay - reward system based

on the knowledge or skills a worker has.

Open-book management - employees see

companys financial records to analyze

problems for themselves.


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Power strategies - technique for lessening

resistance to change that uses powerstructure in an organization.

Profit-sharing - uses the performance of

business to calculate employee pay.

Restraining forces - forces that block

implementation of a change program.

change resistance

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