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Chapter 11 the nature, impact and management of attitudes towards change (1)
1.
© Julie Hodges
and Roger Gill
2.
Chapter 11 The Nature,
Impact and Management of Attitudes towards Change © Julie Hodges and Roger Gill
3.
Learning Outcomes • Discuss
how individuals react to change • Explore resistance to change • Identify what can be done to reduce opposition to change • Identify key stakeholders in the change process © Julie Hodges and Roger Gill
4.
‘No change will
work if employees don’t help in the effort … Any organisation that believes change can take hold without considering how people will react to it is in deep delusion’ (Jick & Peiperl, 2003) © Julie Hodges and Roger Gill
5.
People and Change •
The hard stuff’s the easy stuff. • The soft stuff’s the hard stuff. • Organizational change is 90% a people deal © Julie Hodges and Roger Gill
6.
Defining Resistance ‘An action
or intentional inaction that defies, opposes, or sidesteps the rules, roles, or routines of the organization.’ (Brower and Abolafia, 1995: 151) © Julie Hodges and Roger Gill
7.
Organisational factors from
which resistance can result – Substantive change in job – Reduction in economic security or job displacement – Psychological threat – Disruption of social arrangements, and lowering of status (Dawson, 2003) © Julie Hodges and Roger Gill
8.
How to overcome
resistance to change Schlesinger & Kotter (1979) • Education & commitment • Participation & involvement • Facilitation & support counselling • Negotiation & agreement • Manipulation & co-operation • Implicit & explicit coercion © Julie Hodges and Roger Gill
9.
Discussion • What are
the tangible and intangible manifestations of resistance to change in organisations? • Why is resistance to change problematic for those managing change? © Julie Hodges and Roger Gill
10.
Critical perspective • Resistance
may help to stabilise an organisation (De Wit & Meyer, 2004) • Resistance is an important and integral element of the organisational politics of change (Watson, 2002) • There may be benefit in terms of thinking about responses to change rather than about resistance (Piderit, 2000) © Julie Hodges and Roger Gill
11.
Morale/performance Time Loss of focus/
Shock Temporary Euphoria/Denial Resignation Testing Acceptance Anger Letting Go Commitment Exit Emotional Response to Change © Julie Hodges and Roger Gill
12.
Some typical behaviours Willingness tochange Ability
to Change CAN'T & WILL CAN’T & WON’T CAN & WILL CAN & WON’T Recognizes importance of change Actively supports the change Believes in the change as a good thing without necessarily seeing the big picture Doesn't have the skills / behaviors required for the 'new world' (e.g. coaching, empowering, process improvement focus, teamworking) Sees change as a process not an event Focuses on end goals and means to achieve Recognizes how change will impact on the bottom line Active enthusiast for the change; enthuses others Role model for new skills and behaviors Does not recognize the need to change Shows no support for the change Does not want to change (e.g. overprotective of self / empire / old ways of working) Doesn't have the skills / behaviours required for the 'new world' Strives for success at expense of new behaviours Focuses on ends at expense of means Shows no support for the change Understands the need but is embarrassed to change Understands the need but disagrees with extent or process of change Possesses new skills but won't use them Won’t change due to peer pressure © Julie Hodges and Roger Gill
13.
Willingness to change Ability to
Change Coach Train Involve Delegate Empower to lead aspects of the change Counsel & Coach Train & Involve Align / Sell the benefits Tell / Discipline Fire / Replace Counsel Involve Align / Sell the benefits Negotiate Fire / Replace CAN'T & WON’T CAN & WON’T CAN'T & WILL CAN & WILL Possible responses © Julie Hodges and Roger Gill
14.
Hilltops © Julie Hodges
and Roger Gill
15.
Questions to discuss •
Why do people struggle with change? • How can you (as leaders) work with people to minimize the disruption caused by change and make it stick © Julie Hodges and Roger Gill
16.
Stakeholder Management • In
order to ensure the successful introduction of change it is essential that change leaders secure the assistance of powerful stakeholders and build a critical mass of support for the change. • Stakeholders are any individuals or groups who can affect or are affected by a change © Julie Hodges and Roger Gill
17.
Stakeholder Management • In
order to ensure the successful introduction of change it is essential that change leaders secure the assistance of powerful stakeholders and build a critical mass of support for the change. • Stakeholders are any individuals or groups who can affect or are affected by a change. © Julie Hodges and Roger Gill
18.
Stakeholder Mapping: Power
/ Interest matrix Level of interest Power Low High High Minimal effort Keep informed Keep satisfied Key players A B C D © Julie Hodges and Roger Gill
19.
Group Activity • Break
into small groups. Consider changes your organizations have faced in recent years. – Who were the key stakeholders? – Which stakeholders exhibited the most / least influence? – Who was / were the main agents for change? – What were their main strengths? • Report back to the class. © Julie Hodges and Roger Gill
20.
• Recognise that
there will often be a time • lag between the announcement of a change • and an emotional reaction to it: • Different individuals or groups will progress • through the cycle at different rates and in • different ways. • Change managers need to beware of getting out • of phase with their staff. Implications for managers © Julie Hodges and Roger Gill
21.
Summary • Individuals will
react in different ways to change depending on factors such motivation, empowerment, participation. • Stakeholder management helps deal with stakeholder expectations and reactions. • Managers and leaders need to consider reactions to change rather than resistance. • Understand what people are seeing from their hilltop. © Julie Hodges and Roger Gill
22.
References Brower, R. S.,
& Abolafia, M. Y. (1995). The structural embeddedness of resistance among public managers. Group & Organization Management, 20(2), 149-166. Dawson, P. (2003) Understanding Organizational Change: The Contemporary Experience of People at Work. London: Sage. De Wit, B. and Meyer, R. (2004) Strategy: Process, Content and Context. London: Thomson Learning. Jick, T.D. and Peiperl, M.A. (2003) Managing Change: Cases and Concepts. New York, NY: McGraw- Hill/Irwin. Piderit, S.K. (2000) ‘Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward and organizational change’, Academy of Management Review, 25(4): 783–94. Watson, T. (2002) Organising and Managing Work. Harlow, FT/Prentice Hall. © Julie Hodges and Roger Gill
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