This document discusses ways for managers to stay on top when employees resist change. It identifies 5 key ways for managers to deal with resistance: 1) listen to understand the employee's perspective; 2) communicate effectively through workshops and meetings to exchange ideas; 3) involve resistant employees in the change process to give them a sense of control; 4) foster collaboration in the workplace; 5) give recognition to employees who voice concerns to encourage further input. Managing change resistance is important for a smooth transition and to avoid undesirable effects on projects from unaddressed issues.
Managing resistance to change and change and transition managementVidhu Arora
managing resistance to change, change and transition management- process, william bridges transition model, effective transition management, difference between change and transition.
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
Managing resistance to change and change and transition managementVidhu Arora
managing resistance to change, change and transition management- process, william bridges transition model, effective transition management, difference between change and transition.
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
What is Resistance to Change?
What is Organizational Change & how is it beneficial?
Why does Manager resist organizational change?
What causes Resistance to Change?
1) Individual Resistance
-Selective Perception
-Habit
-Security in Past
-Loss of Freedom
-Economic Implications
-Fear of Unknown
2) Organizational Resistance
-Organizational Culture
-Maintaining Stability
-Investing in Resources
-Past contracts & agreements
Human And Social Factors Of Change
Management of Organizational Change
Recommendations for avoid resistance to Organizational Change
It's a fact that many managers find it difficult to delegate. Delegation is a key leadership and management skill but nobody tells managers how to do it well. So managers ask their staff to do a job, and then spend almost as much time redoing the work as it would have taken them to do it from scratch themselves. They 'learn' from experience that delegating isn't worth the effort.
But if you can learn to delegate it will bring huge advantages. Not only will it save you time but it will create a workforce that is more innovative, more engaged and more productive.
So how do you delegate effectively? What do you need to take into account? What rules do you need to follow?
Here are some basics to get you started
Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
What is Resistance to Change?
What is Organizational Change & how is it beneficial?
Why does Manager resist organizational change?
What causes Resistance to Change?
1) Individual Resistance
-Selective Perception
-Habit
-Security in Past
-Loss of Freedom
-Economic Implications
-Fear of Unknown
2) Organizational Resistance
-Organizational Culture
-Maintaining Stability
-Investing in Resources
-Past contracts & agreements
Human And Social Factors Of Change
Management of Organizational Change
Recommendations for avoid resistance to Organizational Change
It's a fact that many managers find it difficult to delegate. Delegation is a key leadership and management skill but nobody tells managers how to do it well. So managers ask their staff to do a job, and then spend almost as much time redoing the work as it would have taken them to do it from scratch themselves. They 'learn' from experience that delegating isn't worth the effort.
But if you can learn to delegate it will bring huge advantages. Not only will it save you time but it will create a workforce that is more innovative, more engaged and more productive.
So how do you delegate effectively? What do you need to take into account? What rules do you need to follow?
Here are some basics to get you started
Utilizing Prosci's Top 10 Tactics for Managing Resistance will help you identify and focus on the correct issues so your teams can successfully navigate change and engage and adopt critical organizational changes.
Go through these slides to know more about Prosci's Top 10 Tactics for Managing Resistance.
Foundation of Organization Design (MGMT673)Reading Materia.docxVannaJoy20
Foundation of Organization Design
(MGMT673)
Reading Material
Building Motivation
Communicate Why the Redesign is Needed
People need a compelling reason to change. With all of the changes being requested and demanded of people in the current world, people must be convinced that change is necessary.
Even when leadership initiates organizational change, it is often experienced as just one more unrealistic and often absurd demand. Employees are likely to respond in a passive-aggressive manner and simply do things the same. The previously engaged workforce may suddenly start misplacing things, ignoring e-mails, and spending hours talking with colleagues about what is happening. It is the leadership’s responsibility to not only have a vision but to also see that motivation for the change effort is high. Consultants can be helpful to management in this regard, but ultimately it is management’s responsibility. An offhand announcement of a redesign can literally bring production to a halt in a business. Even though management feels the redesign is in the employees’ best interest, if they are not properly prepared and brought in, the employees are likely to respond to the news in a way that will not move things forward. In fact, without a timely and wise explanation of why changes are needed, they may see the redesign as irresponsibility on the part of management.
Communicating Credible Reasons and Expectations for the Redesign
Management must take the time not only to provide a clear vision of the redesign but to also communicate why the redesign is necessary. The cost of not taking time to communicate credible reasons as to why the redesign was done and providing credible expectations of what it will take to realize the benefits of the redesign, will cost the company dearly.
One way to build support is to involve employees and other stakeholders in the diagnosis and redesign. This takes time, but it helps employees understand why the redesign is important and builds motivation for making it work. However, if management already has its mind made up and is going to do what it wants to do regardless, involvement can backfire in a big way.
At the least, a communication campaign is essential. The campaign must be honest because employees and other stakeholders can see through the spin and hype.
Do not Ignore Resistance
Resistance is feedback. Figure out why it is there, and do not force it. Like the plumber or mechanic who forces a part to fit, the likely result is generally a broken part. Force generally does not work and is nearly always expensive and time-consuming. Resistance is natural. Ohm’s lawapplies to human behavior much like it does in physics—there is always resistance. Good managers and consultants learn from the resistance and manage it.
Managing the Changing Relationships
Acknowledge Changing Relationships and Responsibilities
Redesigns nearly always change relationships and responsibilities. Not addressing these lead to conf.
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
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BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
If you are a leader who has struggled to get people onboard with a business initiative, check out this short presentation to discover the five keys to leading the people-side of change.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
1. The workable, practical guide to Do IT Yourself
Vol. 4.24 • June 12, 2008
Who’s the Boss? 5 Ways to Stay on Top
By Janet Kuhn
H ow many times
have you heard that refrain at your staff meetings when you try to solicit
some input or feedback concerning a change or transition? In the extreme, a psychologist
may call it passive-aggressive behavior; in daily operations, however, it often indicates
resistance to a change.
Because ITIL® suggests that IT is an agent of change, this attitude can put IT even farther behind the curve as it
struggles with its own internal issues.
Very seldom does an employee not want change. It is just that, like all of us, employees want someone else to change.
When that change strikes home and affects how the employee does her or her job, that is when many employees lose
confidence and throw up the "it will never work that way" defense.
That is also when an astute manager understands that the employee’s experience with the present system has given him
a unique perspective on the change in the context of what it will take to get it done. This manager then sets the ball
rolling to help the employee elaborate on what will make the change work.
Manage the Transition
The ITIL Service Transition volume references Rosabeth Moss Kanter, who identifies 10 reasons why individuals resist
change:
1. Loss of control - moving from a familiar environment to an unfamiliar one;
2. Excessive personal uncertainty - "What does it mean to me?";
3. Surprises - people like to be able to think through a change before proceeding;
4. The 'Difference Effect' - changing identifies that surround the work environment;
5. Loss of face - moving into an area where they may be perceived as incompetent;
6. Fear around competence - they individual does not believe he/she can do the new job;<
7. Ripples - unexpected effect of an action in one area on another;
8. Increase in workload - change frequently results in more work;
9. Past resentments - if change is associated with person or organization who individual has a grievance with;
10. Real threats - the change will truly have a negative impact on the individual.
What does the skillful manager do when facing resistance to change from within?
1. Listen. This is number one on anybody’s list for dealing with resistance. Why does the employee feel this way? Did
the design overlook some issue that the employee deals with every day? Does the employee feel as though the change
is dumping much added responsibility and work tasks on him? Does the change look as though the employee’s skills
will be no longer needed or be devalued?
Furthermore, for years we have known that the act of active listening has an almost magical way of making the
talker’s troubles disappear.