Managing Recipients' Reactions to Change

Chapter 7: Managing Recipients of Change and Influencing
Internal Stakeholders
Chapter Overview
This chapter deals with those on the receiving end of change
View recipients as stakeholders and revisit assumptions and
approaches to ambivalence and resistance if or when it occurs
Changes that alter people’s sense of their psychological contract
need to be approached with care
When disruptive change occurs, recipient stakeholders go
through a predictable series of reactions to change
Recipients often respond emotionally to change and their view
of change are influenced by their personalities, experiences,
their peers, and by the change leaders
The present-day challenge is to make change the norm and
encourage recipients to be change leaders and implementers
Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
2

The Change Path Model
Recipients and Internal Stakeholders
Responses to change: +ve, ambivalence, and –ve
Psychological contract
Stages of reaction to change
Impact of personality, experience on change
Managing forward with recipients and internal stakeholders
3
Awakening
Chapter 4
Acceleration
Chapter 9
Institutionalization
Chapter 10
Mobilization
Chapters 5 through 8
Recipients
Reactions vary from positive to negative, and ambivalence often
comes first
Recipients do not always react negatively—it depends on how
they perceive the change
Recipients will have questions and concerns, as they attempt to

make sense of the change
Resistance is not inevitable—listen, work to understand and
respond in ways that build understanding and support
Do this early and often—don’t wait for ambivalence to become
resistance
4
Channeling Feelings for the Change
Channel energy in positive ways, not letting enthusiasm
overwhelm legitimate concerns
Recognize mixed feelings and seek to understand them
Use respected, positively oriented individuals in positions of
influence concerning the change
Pace the change. Remember that going too slow can lose
enthusiastic support and going too fast will choke those who are
doubtful.
5
Ambivalence to Change Is No Surprise
Mixed feelings are common as recipients try to make sense of
the change

Ambivalence generates discomfort as they seek to resolve a
multitude of issues about the change:
People find it easier to voice concerns about conflicting beliefs
than about conflicting emotions
Once they resolve their ambivalence, feelings solidify and
subsequent change to attitudes become more difficult to change
again
Invest the time needed at the front end of the change to respond
to ambivalence positively—or prepare to face a more difficult
task later, when it turns to resistance
6
Responding to Mixed Feelings About the Change
Focus on helping people make sense of the proposed
organizational change
Listen for information that may be helpful in achieving the
change
Constructively reconcile their ambivalence
Sort out what actions are now needed
7

Common Causes of Negative Reactions
Negative consequences perceived to outweigh the benefits
Flawed communication process
Concern that the change has been ill conceived
Lack of experience with change or locked into old habits
Prior negative experience with a similar change
Prior negative experience with those advocating change
The negative reactions of others that recipients trust and/or with
whom they will have to work in the future
The change process seen to lack procedural or distributive
justice and breaching their “contract”
Fear that they lack skills they’ll need to perform well
8
8
Perceptions of Fairness & Justice
Perceptions of Fairness & Justice
Will influence how recipients view and react to the change
Procedural Justice

Was the process managed in a fair and equitable way?
Distributive Justice
Was the end decision a fair one?
9
Is It Resistance...
or Is Something Else Going On?
We often misinterpret impediments to change as caused by
resistant recipients
Impediments are much more likely to come from problems
related to the misalignment of structures and systems than from
individuals engaged in resistance
Blaming individuals rather than addressing misaligned
structures and systems will worsen the situation
10
Managers as Recipients
Recipients of change are not just those in front-line roles
Supervisors, middle, and even senior managers are often
recipients of the organizational change
Managers often try to manage up, down, and laterally to cope

with change; they try to shape it and deal with implementation
on their own terms
Coping with change while trying to link, influence, and
implement is difficult
If you are a change recipient in these middle roles, be aware of
how this can affect your judgment
11
11
Toolkit Exercise 7.3
Personal Reactions to Change
Think about times when you have been a recipient of change:
What was the change and how was it introduced?
What was the impact on you?
What was your initial reaction?
Did your attitudes change over time? Why or why not?
Was there a pattern to your response?
Under what circumstances did you support the change? When
did you resist? What can you generalize from your reactions?
If you experienced ambivalence, how did you resolve it and
what happened to your attitudes toward the change?
Have your experiences with change been largely positive,
negative, or mixed? Have they colored your expectations about
the future?

12
Psychological Contract
The psychological contract represents the sum of the implicit
and explicit agreements we believe we have with our
organization
It defines our perceptions of the terms of our employment
relationship and includes our expectations for ourselves and for
the organization, including organizational norms, rights,
rewards, and obligations
Changes often disrupt recipients’ psychological contracts
When unilateral changes are made to psychological contracts,
negative reactions can be expected
13
Toolkit Exercise 7.5—Disruption of the Psychological Contract
Think about a change initiative that you are aware of:
What was the psychological contract?
How did the change disrupt the psychological contract?
What were the reactions to these disruptions to the contract?
What steps could have reduced the negative effects stemming
from the disruption?

How should a new psychological contract have been developed
with affected individuals?
If you were a recipient, what steps could you take to better
manage your way through the development of a new contract?
14
Stages of Reaction to ChangeBefore the ChangeDuring the
ChangeAfter the ChangeAnticipation & Anxiety PhaseShock,
Denial, & Retreat PhaseAcceptance PhaseIssues: Coping with
uncertainty and rumors
Pre-change AnxietyIssues: Coping with the announcement and
associated fallout, reacting to the new “reality”
Shock
Defensive Retreat
Bargaining
Depression, Guilt, and/or Alienation Issues: Putting effects of
change behind you, acknowledging the change, achieving
closure, and moving on to new beginnings— adaptation and
change
Acknowledgment
Adaptation & Change
15

In the Midst of Change, Change Is About...
Ambiguity
Risk
Denial
Anger
Fear
Resentment
Excitement
Exploration
Determination & Commitment
Tension
Satisfaction
Pride
Lots of Other Potentially Conflicting Emotio ns
16
Toolkit Exercise 7.4—Your Normal Reaction to Innovation &
Change
When you find yourself dealing with matters of innovation and
change, how do you typically react?
Do you fall into the category of innovator or early adopter?
Or do you generally fit into the early majority category? If the
experiences of early adopters are positive, you take the risk.
Or are you in the category of the late majority? You wait until
the innovation has been tried and tested by many before
adopting.

Or do you avoid adopting until the vast majority have done so?
In other words are you a late adopter or even a non-adopter,
until forced to do so?
17
Recipient’s Past Experience with Change & Perceived Risk
18
Personality and the Change Experience Change Experience
Little Some Frequent ChaosIndividuals with High
Tolerance for Ambiguity and ChangeIndividuals with Low
Tolerance for Ambiguity and Change
Boredom
Energized
Negative Stress Effects
Comfort
Stress Discomfort Rises
Severe Distress
19

Personality & Change
PERFORMANCE
Low AMOUNT OF CHANGE High
High Need for Change Individuals
Low Need for Change Individuals
20
20
What Is Your Tolerance for Change?
What is your tolerance for change? What level of turbulence
and ambiguity at work do you find most stimulating and
satisfying?
How do you react when the rate of change is likely to remain
quite low?
How do you react when the rate of change is moderate? What
constitutes a moderate for you? Are your tolerance levels lower
or higher than others you know?
What price do you find you pay when the rate of turbulence
and ambiguity exceed what you are comfortable with?

Have you had to cope with prolonged periods of serious
upheaval? Have these affected your acceptance of change?
21
Influence of Coworkers on Change Recipients
Coworkers and Work Teams will greatly influence Change
Recipients’ views toward the organizational change.
Coworkers who are trusted will have greater influence.
Cohesive teams will tend to become more cohesive when
threatened.
Cohesive teams will be influential.
22
How Trusted Peers Influence RecipientsOpinions of Those
Trusted by Recipients*Recipients' Initial Attitude to the
ChangePossible ImplicationPositive Toward the ChangePositive
Toward the Change Very motivated to supportNegative Toward
the ChangeInitially opposed but may move to support due to
new information from trusted others + peer pressureNegative
Toward the ChangePositive Toward the ChangeSupport of the
change may be weakened or silenced due to information offered
by trusted peers + peer pressureNegative Toward the
ChangeOpposition to the change is reinforced by the views of

trusted peers
* As the cohesion of coworkers increases, so too does their
influence
23
Feelings About Change Leaders Matter
How people react to change is also influenced by their
perceptions of the change leader
They are more likely to respond positively to the change if:
they trust and respect these leaders
they believe their perspectives and interests are recognized
24
Minimizing Cynicism Toward Change
Meaningful engagement of recipients with decisions that affect
them
Emphasize and reward supervisors who foster two-way
communications, good working relationships, and show
consideration and respect for employees
Timely, authentic communications—keep people informed and
include honest appraisals of risks, costs, benefits, and
consequences
Keep surprises to a minimum via regular communications about
changes, anticipating questions and concerns

25
Minimizing Cynicism Toward Change (cont..)
Enhance credibility by:
using credible spokespersons who are liked and trusted
using positive messages that appeal to logic and consistency
using multiple channels and repetition
Acknowledge mistakes and make amends
Publicize successful changes and progress
Use 2-way communications to see change from employees’
perspective—this will aid planning & future communications
Provide opportunities for employees to express feelings, receive
validation and reassurance. Address their concerns
26
Toolkit Exercise 7.6—Leadership &
Change Recipients
Think of an example of change leadership:
How was leadership exercised?
Was the leader trusted?

Did he/she deserve the trust given?
What kind of power did the leader use?
How were change messages conveyed? Were they believable?
27
Toolkit Exercise 7.6—Leadership & Change Recipients (cont..)
Did systems and processes support, or at minimum, not impair
the change leader’s messages?
Was there a sense of continuity between the past and anticipated
future? How was this developed and communicated? Impact?
What can you learn about the impact of the leader on people and
stakeholders as a result of your responses to the above?
What can you learn about the impact of organizational systems
and processes on the people and stakeholders?
Talk to others about their experiences. Can you generalize? In
what way? What cannot be generalized?
28

Strategies for Coping with ChangeRecipients’ Strategies Change
Leaders’ StrategiesAccepting Feelings as Natural
Managing Stress
Exercising ResponsibilityRethinking Resistance
Giving First Aid
Creating Capability for Change
29
29
Strategies for Coping with Change (cont..)Recipients’ Strategies
Change Leaders’ StrategiesAccepting Feelings as Natural
Self-permission to feel and mourn
Taking time to work through feelings
Tolerating ambiguity Rethinking Resistance
As natural as self-protection
As a positive step toward change
As energy to work with

As information critical to the change processManaging Stress
Maintaining physical well-being
Seeking information about the change
Limiting extraneous stressors
Taking regular breaks
Seeking supportGiving First Aid
Accepting emotions
Listening
Providing safety
Marking endings
Providing resources and support
30
Strategies for Coping with Change (cont..)Recipients’ Strategies
Change Leaders’ StrategiesExercising Responsibility
Identifying options and gains
Learning from losses
Participating in the change
Inventorying strengths
Learning new skills
Diversifying emotional investing
Creating Capability for Change
Making organizational support of risks clear
Providing a continuing safety net
Emphasizing continuities, gains of change
Helping employees explore risks, options
Suspending judgment
Involving people in decision making

Teamwork
Providing opportunities for individual growth
31
Roles for Middle Managers
Linking—with Above, Below, and Across
Offering—as a Top, Bottom, and a Link
Influence Up
Championing Strategic Alternatives
Synthesizing Information
Influence Down
Facilitating Adaptability
Implementing Strategy
32
Working Through the Phases of Change
Consider a significant and disruptive change situation. Can you
identify the different phases of change? What phases are you
aware of?
Can you identify strategies that recipients used or could have
used to help them work their way through the different phases?

Can you identify strategies that change leaders used or could
have used to help recipients work their way through the
different phases?
33
Working Through the Phases of Change (cont..)
Aware Strategies Strategies Change
Yes/No Recipients Can Use Leaders Can Use Pre-change
AnxietyShockDefensive RetreatBargainingDepression, Guilt,
and AlienationAcknowledgmentAdaptation and Change
Does the model hold? Why or why not?
What other consequences of change can you identify?
34
34
Closing Advice for Change Leaders Thinking About Recipients
Avoid coercion as a change strategy, if at all possible
Align systems & processes with the change— when not aligned
they can send conflicting signals
Reduce the intensity of change by making change the norm
Work to increase your tolerance for change, become a change

agent yourself, and avoid the recipient traps
35
Walking the Talk—Why?
It’s all about trust and authenticity in the person’s competence
and character!
Trust in change leaders creates confidence in the proposed path
Trust provides an environment for others to take risks
Remember—every change is a risk!
36
Walking the Talk – How?
Get out there—don’t hide!
Act as if you’re always on display
Communicate clearly the why, what, how, when & who of the
change
Talk about your personal responses to the changes
It’s ok to be excited, uncertain, determined, frustrated, relieved
Acknowledge missteps & mistakes—they will happen
Be empathetic—actively support and coach others, show your

willingness to listen and learn
37
Assessing Recipient Openness to ChangeThink of change you
know of or are involved with. How are the recipients likely to
rate the following factors?
ScorePast experience with change, particularly changes similar
to that advocated Very -10 -5 0 +5 +10 Very ___
-ve +veNormal rate of change that
has been experienced by the organization Very Low -10 -5 0
+5 +10 Mod ___
or Very High HighRecipients' general
predisposition to change as reflected in their personality Late
-10 -5 0 +5 +10 Early ___
Adopter AdopterRecipients believe they
understand nature of the change and the reasons for it Low -
10 -5 0 +5 +10 High ___
38
Assessing Recipient Openness to Change (cont..)
ScoreRecipient’s personal belief about the need for this
particular change Very -10 -5 0 +5 +10 Very ___
-ve +ve(a) Reactions of coworkers
to the change
(b) Strength of coworker relations (norms) Very

-10 -5 0 +5 +10 Very
-ve +ve
Multiply #6a by #6b
Weak 0.1 0.3 0.5 0.7 1.0 Strong ___ Leader credibility
Low -10 -5 0 +5 +10 High ___Leader gains
compliance through fear versus gains commitment through
understanding & empathy Fear -10 -5 0 +5 +10 Support
___
39
Assessing Recipient Openness to Change (cont..)
ScoreOrganizational credibility (i.e., will it follow through on
commitments related to change) Low -10 -5 0 +5 +10
High ___Congruence of systems and processes with the
proposed change (or confidence that they will be brought into
congruence) Very -10 -5 0 +5 +10 Very ___
Incongruent CongruentPredisposition to Change
Index:
Scores can range from -100 to +100Overall Score
___
40
Summary
This chapter deals with how recipients respond to change.
Resistance isn’t inevitable —don’t assume as much

Ambivalence often precedes resistance & influence is easier at
this point
Understand reasons for resistance & put knowledge to work
(e.g., the impact of change on the psychological contract)
Factors affecting how recipients view change & their change
reaction to disruptive change are discussed
The chapter considers how recipients & change leaders can
better manage the process & minimize the negative effects
41
Degree of
Perceived
Risk
Associated
with the Particular
Change
HighLowLong Period
of Minimal
ChangeModerate
Rates of
ChangeProlonged Periods
of Upheaval or
Extreme Change
Normal Rate of Change in the Organization

Degree of Perceived Risk Associated with the Particular Change
High
Low
Long Period of Minimal Change
Moderate Rates of Change
Prolonged Periods of Upheaval or Extreme Change
Normal Rate of Change in the Organization
Chapter 6: Navigating Organizational Politics and Culture
Chapter Overview
Change leaders need to understand the informal components of
organizations—culture and power
Understanding the cultural and power dynamics in an
organization is critical to a successful change
Force Field Analysis and Stakeholder Analysis are two key
tools to analyze the informal organizational system and how to
change it
Change leaders need to know themselves. They are both
stakeholder and key actors in the process
.Deszca, Ingols & Cawsey, Organizational Change: An Action-
2

The Change Path Model
Navigating Organizational Politics and Culture
Power Dynamics
Perception of change and the change equation
Force field analysis
Stakeholder analysis
3
3
Awakening
Chapter 4
Acceleration
Chapter 9
Institutionalization
Chapter 10
Mobilization
Chapters 5 through 8
Power Dynamics:
Sources of Individual Power
Position or authority power

Network power
Knowledge power
Expert power
Information power
Personality power
4
Power Dynamics:
Other Sources of Power
Ability to cope with and absorb environmental uncertainty
Low Substitutability
What you have to offer is scarce and not easy substituted for
Centrality to decision making, resources critical to strategy or
survival, or to work that others rely on
5
Resource, Process & Meaning Power
Resource Power
The access to valued resources in an organization
Process Power
The control over formal decision making arenas and agendas

Meaning Power
The ability to define the meaning of things. Thus, the meaning
of symbols and rituals and the use of language provide meaning
power
6
Usage Frequency of Different Power TacticsWhen Managers
Influence
SuperiorsWhen Managers Influence
SubordinatesMost Popular Tactic
Least Popular TacticUsing & Giving ReasonsUsing & Giving
ReasonsDeveloping CoalitionsBeing
AssertiveFriendlinessFriendlinessBargainingDeveloping
CoalitionsBeing AssertiveBargainingReferring to Higher
AuthorityReferring to Higher AuthorityApplying Sanctions
7

Assessing Your Power
What sources of power are you comfortable with and which do
you have access to?
Consider a particular context that you regularly find yourself in.
What could you do to increase the power you have available?
What types of power are involved?
How do the key players, structures, and systems in the
particular context influence the types and amount of power
available to you? How could you change this?
8
Where Does Power Lie in Your Organization?
Pick an organization you know well:
What factors lead to power? Which departments carry more
weight? What behaviors are associated with having power?
Think of a change situation it faced. What types of power were
at play?
In Hardy’s terms, who controlled resources? Who had process
power? Meaning power?
Who had “yea-saying” and “nay-saying” power? On what
issues?
If you examine Table 6.1 in the book, what types of power were

used most often? What types are you most comfortable using
when you are attempting to influence others?
9
When Does Change Occur?
Change Occurs When:
Perceived Benefits
of Change
Perceived Cost
of Change
10
Modified Change Equation
11
Perception of Dissatisfaction
with the Status Quo
Perception of the Benefits
of Change
Perception of the Probability
of Success
Perceived Cost of Change
Change Occurs When:

Reactions to Change
People react to change for many reasons
Don’t equate support with friends and resistance with enemies
It may be ambivalence and not resistance you’re seeing
People experience ambivalence and/or resist for many reasons.
Listen carefully so you can learn and refine initiatives
Don’t be blind to learning opportunities to refine analysis,
avoid problems areas, and strengthen initiatives
The prospects of moving someone from resistance to support
increase when they feel their concerns and insights have been
understood and received
12
Resistance to Change
Resistance to change is normal and there are often good reasons
for it
Don’t assume resistance is “bad” or “negative”. It might be
helpful
Resistance usually contains information that is useful—people
have reasons that they resist change

13
Reasons for Resistance
Self-interest
Misunderstanding and lack of trust
Different assessments of the consequences
Low tolerance for change
14
Organizational / Individual Consequences & Support for Change
Perceived Impact of the Change on the OrganizationPerceived
Impact of the Change on the IndividualDirection of Support of
the ChangePositivePositiveStrong support for
changePositiveNegativeIndeterminate, with possible resistance
NeutralPositiveSupport for changeNeutralNegativeResistance to
changeNegativePositiveIndeterminate support for change
NegativeNegativeStrong resistance to change
15
Perceived Impact of Change
Consider the impact of a change on an organization you know

and consider the impact on the individuals concerned.
Were the impacts on the organization and affected individuals
both positive? Were they perceived that way?
What were the perceived costs of change? Were the perceptions
accurate? How could they be influenced?
What were the perceived benefits? What was the probability of
achieving these benefits? Were people dissatisfied with the
present state? What were the costs of not changing?
Were significant costs incurred prior to gaining benefits? Why
did they take the risk (incurring definite costs but indefinite
benefits)?
16
Force Field Analysis
Desired State
Current State
Restraining Forces
Driving Forces

17
Forces For and Against Change
No change
Strong
Strong
Weak
Weak
R
E
S
I
S
T
A
N
C
E
F
O
R
C
E

S
CHANGE FORCE
No
Change
Sporadic
Change
Discontinuous
Change
(Breakpoints)
Continuous
Change
Status Quo
Dominates
Change
Dominates
18
Stakeholder Analysis
A stakeholder is…
Anyone who is influenced or could influence the change
you wish to make happen.
A stakeholder analysis is…
The process of understanding of the motives, power base,
alliances, goals, etc. of all crucial stakeholders.
19

Stakeholder Analysis (cont.)
Who are the stakeholders?
What do they want?
Do they support you? Why? Why not?
What prevents them from supporting you?
Who influences these stakeholders? Can you influence the
influencers?
Can stakeholders be co-opted or involved in a positive way?
20
Stakeholder Management: Savage et al.
High
High
Low
Low
Stakeholder Potential Threat
Stakeholder
Potential
For
Cooperation
Mixed Blessing:
Collaborate
Supportive:
Involved
Non-Supportive:

Defend
Marginal:
Monitor
21
Stakeholder Map
Stakeholder # 1
(issues, needs, etc.)
Stakeholder # 2
Stakeholder # 3
Stakeholder # 4
Stakeholder # 5
Stakeholder # 6
Stakeholder # 7
Stakeholder # 8
Change Agent
22
22

Stakeholder Roles in Networks
Central Connectors
People who link most people in an informal network with each
other
Boundary Spanners
Who connect an informal network with other parts of the
organization or other organizations
Information Brokers
Who join the different sub-groups together (and prevent
fragmentation)
Peripheral Specialists
Who have specialized expertise (and need freedom from
connections to maintain that expertise)
23
Dimensions of Networks
Source of information
Inside or outside of the functional area
Social restrictions
Tenure, hierarchy, and location determining the network
Source of connections
Planned interactions or happenstance hallway encounters
Quality of the connections
Relationship quality (short vs. long term, level of trust and

confidence in the information, etc.)
24
Stages in the Change Process
25
Initial Awareness
Interested in the Change
Wanting the Change to Happen
Ready to Take Action
General Orientation Towards Change
Innovators
Early Adopters
Early Majority
Late Majority

Late Adopters
Non-adopters
Similar to consumer adaptation profiles in marketing, except
you are urging the adoption of a change, not a product or
service
26
Type of Commitment Exhibited
Opposed to the change
Let it happen
Help it happen
Make it happen
27
Managing the Strategic ConsensusHigh Understanding of the
ChangeLow Understanding of the ChangeHigh, Positive
Commitment to the ChangeStrong ConsensusBlind
DevotionLow, Positive Commitment to the ChangeInformed
ScepticsWeak ConsensusNegative Commitment to the
ChangeInformed OpponentsFanatical Opponents

28
Analysis of the Stakeholders’
Readiness to Take Action
Jones
Smith
Douglas
Green
Etc.
Stakeholder’s
Name
Aware
Interested
Desiring Change
Taking Action
Predisposition to Change: innovator, early adopter, early
majority, late majority, laggard
Current Commitment Profile: resistant, ambivalent, neutral,
supportive or committed
29
Force Field Analysis

Consider an organization change situation you are familiar with:
What are the forces for change? Who is championing the
change? How strong and committed are these forces (Who will
let it happen; who will help it happen; who will make it
happen)?
How could these forces be augmented or increased? What forces
could be added to those that exist?
What are the forces that oppose change?
How could these forces be weakened or removed? What things
might create major resentment in these forces?
Can you identify any points of leverage you could employ to
advance the change?
30
Stakeholder Analysis Checklist
Who are the key stakeholders?
Is there a formal decision-maker with authority to authorize or
deny the change project? What are his/her attitudes to the
project?
What is the commitment profile of stakeholders? Do a
commitment analysis for each stakeholder.
Are they typically initiators, early adopters, early majority, late
majority, or laggards when it comes to change?

Why do stakeholders respond as they do? Does the reward
system drive them to support or oppose your proposal? What
consequences does your change have on each stakeholder? Do
the stakeholders perceive these as positive, neutral or negative?
31
Stakeholder Analysis Checklist (cont.)
What would change the stakeholders’ views? Can the reward
system be altered? Would information or education help?
Who influences the stakeholders? Can you influence the
influencers? How might this help?
What coalitions might be formed amongst stakeholders? What
alliances might you form? What ones might form to prevent the
change you wish?
By altering your position, can you keep the essentials of your
change and yet satisfy some of the needs of those opposing
change?
Can you appeal to higher order values and/or goals which will
make others view their opposition to the change as petty or
selfish?
32
Summary

Change agents need to understand the power structures and
people in their organization—much of which may be informal
and emergent in nature
Ambivalence to change is a natural reaction. Resistance to
change is likely (but not inevitable) and there is potential to use
ambivalence and resistance in a positive way. People react to
change for good reasons and change agents need to know those
reasons.
Force field analysis helps plot the major structural, system and
people forces at work in the situation and to anticipate ways to
alter these forces.
Stakeholder analysis helps us understand the interactions
between key individuals and the relationships and power
dynamics that underpin the web of relationships
33

Managing Recipients' Reactions to Change

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