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Managing Change: and Resistance To Change

The document discusses sources and types of resistance to change, including ignorance, mistrust, disbelief, loss, inadequacy, anxiety, and threats to existing social networks. It also presents a change equation that outlines factors necessary for effective change, including dissatisfaction with the status quo, a clear vision of the future, capacity for change, acceptable first steps, and ensuring the costs of change do not outweigh the other factors. Finally, it proposes a 4-stage process for dealing with resistance: considering different people affected, understanding their values and beliefs, relating to their needs and problems, and tailoring messages to different audiences.

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60 views17 pages

Managing Change: and Resistance To Change

The document discusses sources and types of resistance to change, including ignorance, mistrust, disbelief, loss, inadequacy, anxiety, and threats to existing social networks. It also presents a change equation that outlines factors necessary for effective change, including dissatisfaction with the status quo, a clear vision of the future, capacity for change, acceptable first steps, and ensuring the costs of change do not outweigh the other factors. Finally, it proposes a 4-stage process for dealing with resistance: considering different people affected, understanding their values and beliefs, relating to their needs and problems, and tailoring messages to different audiences.

Uploaded by

shwetamitbatra
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Managing Change

And Resistance To Change


Sources of Resistance to
Change
• Ignorance: a failure to understand the
situation or the problem
• Mistrust: motives for change are
considered suspicious
• Disbelief: a feeling that the way
forward will not work
• “Power-Cut”: a fear that sources of
influence and control will be eroded.
Sources of Resistance to
Change
• Loss: change has unacceptable personal
costs
• Inadequacy: the benefits from the change
are not seen as sufficient
• Anxiety: fear of being unable to cope with
the new situation.
Sources of Resistance to
Change
• Comparison: the way forward is
disliked because an alternative is
preferred
• Demolition: change threatens the
destruction of existing social networks.
Types of Resistance
Functional Resistance: Dysfunctional Resistance:
• critically assessing • avoiding dealing with
whether change will urgent and pressing
lead to improvements issues
• exploring the personal • declining to work on
consequences of what really needs to be
change. done.
Types of Resistance
Functional Resistance: Dysfunctional Resistance
• feelings of regret, • blaming and criticising
anxiety or fear without proposing
• to a previous history alternatives
of non-disclosure and • sabotaging change
poor working • non-collaboration with
relations. others.
Scepticism
• Causes are complex
• Often slow to overcome
• Sceptics often dislike the “language”
change is expressed in and want practical
and demonstrable benefits
• Not wholly negative - can be constructive in
“reality-testing” change.
THE CHANGE EQUATION:
FACTORS NECESSARY FOR EFFECTIVE
CHANGE
A The individual, group or organisation level of
dissatisfaction with the status quo
B A clear and shared picture of a better future - how things
could be
C The capacity of individuals, groups and the organisation
to change (orientation, competence and skill)
D Acceptable and “do-able” first action steps
E The cost (financial, time, “aggro”) of making the change
to individuals, groups and the organisation.
The Change Equation

A+B+C+D
must be greater than E
The Change Equation: When
Elements Are Missing

B + C +D means that the urgent will


drive out the important and change
will go to the “bottom of the in-tray”.
The Change Equation: When
Elements Are Missing

A + B + D means that with no


investment to improve change
management capacity, anxiety and
frustration will result.
The Change Equation: When
Elements Are Missing

A + B + C means that the change


effort will be haphazard and there
will be a succession of false-starts.
A 4-Stage Process For Dealing
With Resistance
• Consider Different People
• Work With Values and Beliefs
• Understand and Relate to Needs and
Problems
• Tailor Your Message to Your Audience.
Consider Different People
• Identify the “adopters” - the staff the
change will affect
• Identify key professional and organisational
groups
• Identify crucial opinion-leaders in the
organisation.
Work With Values and Beliefs
• Assess what’s important to people with
regard to the change at personal,
professional and organisational levels
• Understand and relate to what people
consider important.
Understand and Relate To
Needs and Problems
• For all key players, assess “What’s in it
for Me?”
• Don’t be too precious about the detail
of the approach proposed
• Understand people’s problems and
needs from different perspectives.
Tailor Your Message To Your
Audience
• Do “homework” - get to know what’s
important to individuals and groups
• Keep the message as simple as possible
• Use case studies and examples to show
benefits
• Highlight multiple pay-offs from change
• Use both informal & formal
communication.

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