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Chapter 11 the nature, impact and management of attitudes towards change (1)
- 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
- 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