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124 Sara Banki

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124 Sara Banki

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124 Sara Banki

  1. 1. Understanding Resistance Types through Change Sara Banki Sharif University of Technology
  2. 2. To achieve your vision of world class maintenance you need to understand the total process. • Initial increase in performance • The Valley of Despair • Ultimate improvement
  3. 3.  Change involves a sequence of organizational events or a psychological process that occurs over time.  This sequence or process involves three basic stages:  Unfreezing  Changing  Refreezing The Change Process
  4. 4. The Change Process and Change Problems
  5. 5.  The recognition that some current state of affairs is unsatisfactory.  Crises are especially likely to stimulate unfreezing.  Employee attitude surveys, customer surveys, and accounting data are often used to anticipate problems and initiate change before crises are reached. Unfreezing
  6. 6.  The implementation of a program or plan to move the organization or its members to a more satisfactory state.  Change efforts can range from minor (e.g., skills training program) to major (e.g., job enrichment).  You have to have a vision for the changes you intend to impliment. Change
  7. 7.  The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization.  The effectiveness of the change is examined and the desirability of extending change further can be considered.  Refreezing is a relative and temporary state of affairs. Refreezing
  8. 8.  There are several important issues that organizations must confront during the change process.  These issues represent problems that must be overcome if the process is to be effective, and include:  Diagnosis  Resistance  Evaluation and institutionalization Issues in the Change Process
  9. 9.  The systematic collection of information relevant to impending organizational change.  Initial diagnosis can provide information that contributes to unfreezing by showing that a problem exists.  Diagnosis can also clarify the problem and suggest what changes should be implemented.  Diagnostic information can be obtained from observations, questionnaires, interviews, and records.  Attention to the views of customers or clients is critical.  The intended targets of the change should be involved in the diagnostic process. Diagnosis
  10. 10. Change is ambiguous so no matter the approach, person or timing, resistance will occur. Resistance
  11. 11. We all change at different speed Everett Rogers, “Diffusion of Innovations” 1962 A population of adopters of any new innovation or idea could be categorized using a statistical bell curve as:  innovators (2.5%),  early adopters (13.5%),  early majority (34%),  late majority (34%) and  laggards (16%). The differences can be attributed to a variety of factors, but all of them boil down to how the individuals see change – and that is often based on their fears
  12. 12. Causes of Resistance  Politics and self-interest.  Low individual tolerance for change.  Misunderstanding.  Lack of trust.  Different assessments of the situation.  A resistant organizational culture.
  13. 13. Fear blocks individual choices Person New Challenge Past Experience (becomes a filter for all new experiences) Have I seen something like this before? Yes Was it harmful? Resist Yes Accept the need for the change No Do I understand it? No No Does it add value for me? Yes No Yes Simple demonstration 5 volunteers...
  14. 14. When confronted with change we “mourn” the loss of the old ways It will blow over. No way man, What are those idiots thinking? Maybe if I just make this one little change they’ll be happy and go away. Rats – this is not going away! Oh well, it’s here to stay. I might as well learn the tricks to make it easier on myself.
  15. 15. Sabotage Work behind the scene to destroy the efforts Submit I will do it but poorly at best Submerge It looks like I am doing it but I am not Struggle I will not do it Active Passive OpenHidden I IVIII II Visibility of Resistance Degree of Resistance
  16. 16. Struggle I will not do it I Struggle
  17. 17. Submit I will do it but poorly at best II Submit
  18. 18. Sabotage Work behind the scene to destroy the efforts III Sabotage
  19. 19. Submerge It looks like I am doing it but I am not IV Submerge
  20. 20. Overcoming resistance changes it from one form to other. Addressing change on the other hand enhances cooperation for goal achievement.
  21. 21. Communications An essential element of successful change Have a vision for change and effectively communicate it
  22. 22. Appropriate Communication  Dialogue vs. Discussion  Examples?
  23. 23. Active Listening Sensing • Postpone evaluation • Avoid interruptions • Maintain interest Evaluation • Empathize • Organize information Responding • Show interest • Clarify the message Active Listening Process & Strategies
  24. 24. Haveskills Donothave skills No desire Desire Change Leader TrainingA Real Problem Coaching Successful but Resistant
  25. 25. 1) Provide short-term and achievable goals 2) To achieve big, you need to reward small accomplishments.  bring others on board 3) Make the rules clear and explain why each behavior is rewarded.. 4) Create a coalition for managing the change process
  26. 26. Thank You sbanki@sharif.edu

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