gd resisitance final ppt

8/8/2019 GD Resisitance Final Ppt

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Meaning

} Resistance to change is the action taken by individuals andgroups when they perceive that a change that is occurring as

a threat to them.} Key words here are 'perceive' and 'threat'. The threat need

not be real or large for resistance to occur.



REASONS FOR RESISTANCE TO CHANGE



Organization-Level Resistance

Organization-level resistance includes resistance to change due to power and conflict,differences in functional orientation, and organizational culture.

Power and Conflict - Resistance to change due to power and conflict occurs when a changemay benefit one department within the organization while harming another departmentwithin the organization.

Functional Orientation - Resistance to change due to differences in functional orientationoccurs because employees or departments with different functions will see problems andissues differently, thus making it harder to come to an agreement regarding change.Organizational Culture - Resistance due to organizational culture occurs whenorganizational change disrupts the values and norms within the organizational culture.



Group-Level Resistance

Group-level resistance includes resistance to change due to group norms, group

cohesiveness, and groupthink and escalation of commitment.

G roup Norms - Resistance due to group norms occurs when change alters interactions

between group members due to changes in task and role relationships within a group.

G roup Cohesiveness - Resistance due to group cohesiveness occurs because members of

a cohesive group wish to keep things, such as members or tasks, the same within the

group.



People resist change:

} When the reason for the change is unclear.

} When the proposed users have not been consulted about the change,Informed workers tend to have higher levels of job satisfaction thanuninformed workers.

} Threatens to modify established patterns of working relationships between people.

} When communication about the change--timetables, personnel, etc.--hasnot been sufficient.

} When the benefits and rewards for making the change are not seen asadequate for the trouble involved.

}

When the change threatens jobs, power or status in an organization.} Uncertainty about the outcome

} Logical reasons : technical feasibility,econimic cost of change ,relearn etc.



Decision makers will be more responsive to change:

If they perceive that the change will benefit themmore than it will cost them

If the innovation requires marginal rather than major changes in their views or lives

If they have a demonstrated need for theinnovation

If the innovation is introduced gradually so that

people can adjust to the resulting change.



Why People Don·t Do What We Want Them To

Don·t know what to do

(knowledge/expectations)

Don·t know how to do it

(ability/skill)

Don·t know why they should do it

(importance)

Don·t want to

(lack of will)

Aren·t well suited or matched to the task (selection)



Six approaches to deal with resistance

to change} Education and Communication. Where there is

a lack of information or inaccurate informationand analysis. One of the best ways to overcome

resistance to change is: to inform and educatepeople about the change effort beforehand.

} Participation and Involvement: Whenemployees are involved in the change effortthey are more likely to want change rather thanresist it. This approach is likely to decreaseresistance of those, who merely acquiesce in

the change.



} Facilitation and Support : Where people are resisting

change, because of adjustment problems. By beingsupportive of employees during difficult times, managerscan prevent potential resistance. Managerial supporthelps employees to deal with their fear and anxietyduring a transition period.

} Negotiation and Agreement : This can be done byallowing people who are resisting the change to vetocertain elements of change that are threatening. Or thepeople who are resisting the change can be offeredincentives to leave the company through early buyoutsor through retirements.

} Explicit and Implicit Coercion : used only as last resort.Managers can explicitly or implicitly force employees intoaccepting change, by making clear that resistance tochange can lead to: jobs losses, dismissals, employeetransfers, or not promoting employees.



SOURCES OF CHANGE IN GROUPS

} Universality : Anti alcoholic groups.

} Social comparisons

} Social learning} Vicarious learning

} Interpersonal learning

}Guidance

gd resisitance final ppt

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