Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.

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2. TOPIC
COURSE
Human & Organizational Behavior 2

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5. Change for
change’s
sake is bad.
But some
change can
be good.
The
Bio-cul-tura
l Sci-ence &
Man-age-me
nt blog has
pub-lished
this great
graphic on
resis-tance
to change.
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6. What is the meaning of
this story?
Resistance You’ll never
You have to stop being a caterpillar in get me up
order to become a butterfly.
Change is not always a conscious
on one of
decision. Change will occur, inevitably. those
We can choose to be active participants butterfly
in change. Or not, maybe.
Metamorphosis is an uncontrollable
things!
process with an unclear result.
"In the change from being a caterpillar
to becoming a butterfly,
you're nothing more than a yellow,
gooey sticky mess."
It is dangerous to think you know the
answer
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7. People fear the uncertainties of change. The
slightest suggestion that things won’t stay the
same can cause panic…but the real problem isn’t
the change…it’s people’s reaction to that change.‖
-Dr. Alan Zimmerman
Change is hard because people
overestimate the value of what they have—
and underestimate the value of what they
may gain by giving that up.‖
-James Belasco and Ralph Stayer
―Flight of the Buffalo‖
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8. Change
To Make Different in Some
Particular: ALTER
To Make Radically Different:
TRANSFORM
To Give a Different Position, Course
or Direction
-- Webster’s Collegiate Dictionary
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9. Why change ?
Change is necessary in life
to keep us…
Moving
Growing
Interested
―…Imagine life
9
without change. It would be
static...boring...dull.‖

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14.  How prevalent is Resistance to Change
at WORK ?
– It is generally acknowledged that in an
average organization, when the intention
for change is announced:
15% of the workforce is eager to accept it
15% of the workforce is dead set against it
70% is sitting on the fence, waiting to see
what happens
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15. HOW PEOPLE RESPOND TO CHANGES
THEY LIKE AT WORK ?
Three-stage process
Unrealistic optimism
Reality shock
Constructive direction
HOW PEOPLE RESPOND TO CHANGES
THEY FEAR AND DISLIKE AT WORK ?
Getting off on the wrong track
Laughing it off
Growing self-doubt
Destructive direction
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16.  Motivation – Some Good Reason to Give up the Status Quo
 Vision – A Clear and Practical Vision of the Desired Future
State
 Next Steps – an Understanding of the Next Steps Required
to Progress Toward the Vision
 If One Is Missing, Little Change Will Take Place
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17. Typical human reactions to change can
be illustrated by means of the following
diagram, which resembles the steps of a
ladder or a staircase: It starts with step 1
of utter surprise and goes up all the way
10. ACHIEVEMENT
through the steps up to step 10, where
achievement is possible and people start Steady
9. CONTROL
to say "let's do it". The stages of gradual Improve-
acceptance are: ment
8. HASTE I want it now
7. COMMITMENT It is going to work
6. ACCEPTANCE Lets give it a try
5. REJECTION ONCE AGAIN I told it wouldn’t work
4. GRUDGING ACCEPTANCE I dint like it, but
3. CYNICISM We've tried it before
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2. REJECTION I don’t believe it
1. SURPRISE What ?

18. All of us are different. Some are
extroverts, others introverts.
Some are quick starts, others fact-
finders. Some are liberals, others
conservatives. All of us, says
Winters, have natural ways in
which we respond to conflict—
natural ways in which we each
respond to change. Understanding
the natural way of how people
handle change can therefore be
important for top leaders in
managing change sensitively.
Winter’s formulation of the six
―types‖ of employee reactions to
the changing workplace is a
useful tool to enable this
understanding.
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20. Don’t Resist Resistance
• Resistance Is
– Inevitable
– A Natural Function of Change
– Manageable
• Resistance Is Not
– Necessarily Logical
– A Sign of Disloyalty
– To Be Taken Personally
– A Sign That the Change Project Is
Out of Control
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21. Deal With the Four
―F’s of Loss and Change‖
• Letting Go of Familiar Past (Perhaps a
Romanticized View)
• Confronting Feelings About an Uncertain
Future
• Dealing With Loss of Face
• Redesigning a Focus on New Realities
• Working on These in Public, Facilitated
Forums Allows People to Constructively
Express Their Anxiety and Anger and Helps
to Reduce Passive-Aggressive Inertia and
Sabotage
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22. Sometimes people who resist change have
discovered weaknesses in the process of
organizational change. This type of resistance
is beneficial because these weaknesses can be
eliminated before we start with the process
of change.
Some important thing when we talk about
resistance to changes is the level of
resistance. The level of resistance can be:
As you can see from the
picture if the level of
resistance is small there is a
probability that the change
process will not give the
desired level of success. This
situation can have two
cases:
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23. WHY DO EMPLOYEES RESIST
TO CHANGE?
Surprise
Inertia
Misunderstanding and lack of skills
Poor Timing
Lack of Trust
Fear of Failure
Personality Conflicts
Threat to Job Status/Security
Breakup of Work Group
Competing Commitments
–Education and communication
–Participation and involvement
–Facilitation and support
–Negotiation and agreement
–Manipulation and co-optation
–Explicit and implicit coercion
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24. Triggered by fear
Don’t take it personally
Listen to the message
Struggle = Engagement
 You have to
kiss many
frogs before
you find the
Frog Prince
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25. WHAT IS ORGANIZATIONAL
CHANGE MANAGEMENT?
Definition
The organized, systematic application of
knowledge, tools, and resources of change
that provide organizations with a key
process to achieve their business strategy
Goal
Provide the structure & guidance
25 necessary to effectively prepare
organizations for the successful
acceptance of cultural change

26.  Anticipatory changes
Reactive changes
Incremental changes
Strategic change
•External Forces
–Market Place
–Govt Laws and Regulations
–Technology
–Labor market
–Economic Change
•Internal Forces
–Changes in Organisational Strategies
–Workforce change
–New Equipment
–Employee Attitude 26

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29. ORGANIZATIONAL CHANGE
MANAGEMENT TOOLS
Organizational & Project Attributes
Assessment
Project Readiness Assessment
Stakeholder Analysis
Sponsor Roadmap
DTI Readiness Methodology
Communication Standards
Reporting/tracking standards
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Control Book
Measures of Success/Lessons Learned

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31. Managing the Dynamic of Change
An organization, like a mobile, is a web of interconnections.
A change in one area throws a different part off balance.
Managing these ripple effects is what makes managing change a
dynamic proposition with unexpected challenges.
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32. Managing Change
Structure
Work specialization, Departmentalization, Chain of Command
Span of Control, Formalization, Job Redesign
Technology
Work Process, Methods and Equipments
People
Attitude, Expectations, Perception and Behavior
32

33. CHANGE MANAGEMENT STANDARDS
 Manage the strategy
 Develop and manage the plan
 Track/report readiness
 Develop training strategy
 Reinforce/Support
 Celebrate success
 Analyze feedback and prepare to manage resistance
 Prepare with the project team
 Assess change/culture
 Develop/educate team
http://dti.delaware.gov/majorproj/standards.shtml
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35. Implementing a successful change in organization is tough.
Even setting up of a state of the art technology along with
providing all the necessary training and equipments, does
not guarantee a successful change.
The right way to manage change begins with a simple
model but involves a process that can be complex and
delicate. It entails careful planning, detailed design, and
thorough implementation.
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38. Two Approaches to Organization Change
Organization Development (OD)
Formal top-down approach
Grassroots Change
An unofficial and informal bottom-up approach
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39. Planned change programs intended to help people and
organizations function more effectively.
Applying behavioral science principles, methods, and
theories to create and cope with change.
OD creates fundamental change in the organization, as
opposed to fixing a problem or improving a procedure.
OD programs generally are facilitated by hired
consultants,
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40. Deepen the sense of organizational purpose.
Strengthen interpersonal trust.
Encourage problem solving rather than avoidance.
Develop a satisfying work experience.
Supplement formal authority with knowledge and
skill based authority.
Increase personal responsibility for planning and
implementing.
Encourage willingness to change 40

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42. Unfreezing, changing, and refreezing social
systems
Unfreezing: neutralizing resistance by
preparing
people for change.
Changing: implementing the planned
change
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Refreezing: systematically following a
change
program for lasting results.

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THE FOUR COMPONENTS
OF ORGANIZATIONAL
DEVELOPMENT

45. Assessing the Organization
Risk Determination
110 Table
Small incremental Large Disruptive
Medium Risk
change to a change
High Risk
Change to a Change
resistant organization Resistant Organization
Organizational 44
Attributes
Small incremental Large Disruptive
change to a change-able Change to a Change-able
Low Risk
organization Medium Risk
Organization
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12 24 60
Change
Characteristics 45
[1] Modified from Prosci.

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47. ACHIEVING
SUCCESSFUL ORGANIZATIONAL
CHANGE
1. Dedicate resources to Organizational
Change Management
2. Secure visible executive sponsorship early
in the project
3. Repeat key messages early and often
4. Involve employees in the change process
47 5. Create a transition strategy with
achievable timeframes

48. GREATEST SUCCESS
FACTORS
Active and visible sponsorship
Use of organizational change management
processes & tools
Effective communications
Employee involvement
Effective project leadership and planning
Source: Prosci Benchmarking Report
48

49. Addressed Primarily
by Organizational
Change Management
People
Addressed Primarily Addressed
by Business Primarily
Process Redesign Process Technology by Package
Type Type Type
Type
Type
Type
People and process issues are sometimes overlooked in
planning for this type of project. They need to be addressed for
the project to be a success.
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50. Organizational Change Phases
and Communication
Comfort
Unaware
Insight
Denial
Anxiety
What will I do differently tomorrow? 50

51. Change Management
Process is used as a basis
for putting together a
Change Management
Plan or Change
Management Project that
is specific to your needs.
Our five
phase, structured
Change Management
Process has helped some
of the world's largest
and most successful
companies deal with
what has become a
constant today---Change!
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53. UNDERSTANDING
THE CHANGE PROCESS
We need to be able to work with
change at the very micro-level
(persuading individuals within
organizations to work in new or
different ways)
We also need need to be
influencing the agenda at the
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macro-level – changing public
opinions

54. UNDERSTAND AND OWN THE PAST
 The Past Bounds Future Success
 Identify Critical Success Factors From Previous
Successful Changes in the Organization
 Surveys
 Interviews
 Lessons Learned Sessions
 Acknowledge Past Failures
 Explicitly Plan on Countermeasures
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55. Stimulating Innovation
CREATIVITY
 The ability to combine ideas in a
unique way or to make an unusual
association.
INNOVATION
Turning the outcomes of the creation
process into useful products,
services, or work methods
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56. INPUT TRANSFORMATION OUTPUTS
Creative Individuals, Creative Environment, Innovative Products,
Groups and Process and Situation Work Method
Organizations
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57. Structural Variables
•Organic structure HR Variables
•Communication •High commitment to T & D
•Abundant resources •High job security
•High interunit stimulate •Creative people
•Work and network support
Innovative Variables
Cultural variables
•Acceptance of
ambiguity
•Positive feedback
•Low external control
•Tolerance of risks
•Tolerance of conflicts
•Focus on ends
•Open system focus
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58. •Adopt an organic structure
•Make available plentiful resources
•Engage in frequent inherent communication
•Minimize extreme time pressures on creative activities
•Provide explicit support for creativity
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59. •Accept Ambiguity, have low external
control
•Tolerant impractical
•Tolerant risk taking
•Tolerate conflict
•Focus on ends rather than means
•Develop an open system focus
•Provide positive feedback
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60. •Actively promote T & D to keep employee’s skills updated
•Offer high job security to encourage risk taking
•Encourage individual to be ―Champion‖ to change
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61. • Things Often Get Worse Before They Get Better
• Increase the Communication
– Change the Medium and Words
– Focus on What Is Ahead
– Provide As Much Information As Possible
• Allow Resistance to Surface and Manage It
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62. • There Is a Need to Develop a Comprehensive
Plan for the Change
• There Is a Need to Get the Organization
Ready for the Change
• But If It Takes Too Long, People Lose
Interest and Motivation
• So, Plan for Short Projects That Will Engage
the People
62

63. Say It Once, Say It Twice, and Say It Again
• Keep It Simple – No Jargon
• Use Language of the People
• Use Storytelling
• Use Different Mediums
– Memos
– Group Meetings
– Stories in Newsletters
– One-on-one Meetings
– (Have Different Levels of Impact)
• Change Style of Communication Depending Upon
– Where You Are in the Change
– Who You Are Communicating With
• Walk the Talk, Be Honest
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64. What to Watch
Out for
• Virtual Change Management…
"Sure We Can Do That for You…
What Exactly Did You Have in
Mind?"
• Change Management Lite…Good Communication
and Training to the Masses. You Can Sort Out
These Pesky Role Changes Later on While You're
Trying to Get Your Work Processes Adjusted
• Change management.Com…Web Enabled Change
Management Through Your Company's Own
Special Portal. "What We'll Put on That Web Site
Will Have So Much Sizzle That Your Guys Are
Really Gonna' Go for the Change."
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65.  become more business-like and to focus on changes in
the business environment
 reposition ourselves rapidly in a dynamic global
environment
 inform our SWOT analysis
 systematise planning, project management and
improvement at all levels, using the ADRI model
 ensure we do not ―leave things to chance‖.
IATUL June 04
65

66.  Enterprise Transformation is driven by an
underlying strategy that organizes and energizes
People to understand, embrace and make full use of
new Process and Technology
 Degree of success of this endeavor is measured by the
level and nature of the Business Impact achieved
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67.  Organizational Change Management is ―all of the actions
required for an organization to understand, prepare for,
implement and take full advantage of significant change‖.
 The goals of Change Management are:
• The successful design, implementation, measurement
and maintenance of an organization’s change initiative
• Enhancement of their on-going capacity for managing
change
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68. CONCLUSION
 improved clarity of goals and purpose
 active involvement and participation of staff in
achieving the mission
 innovative services and programs
 increased client and stakeholder satisfaction with
Library services
 a collective responsibility and passion for ongoing
successful management of change
IATUL June 04
68

69. Organizational Change Web Links
 Employee Resistance to Organizational Change
©2002 by Albert F. Bolognese
 http://www.newfoundations.com/OrgTheory/Bologne
se721.html
 Basic Context for Organizational Change
Written by Carter McNamara, PhD | Applies to nonprofits
and for-profits unless noted
 http://www.mapnp.org/library/mgmnt/orgchnge.htm
 Teaching the Caterpillar to fly by by Scott J. Simmerman,
Ph.D.
 http://www.squarewheels.com/content/teaching.html
 Sample Organizational Change Management Plan
 http://www.hhs.gov/ufms/ufmscmpfinal.pdf
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