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MoC WEEK 5 - Students - Resistance To Change

This document discusses resistance to change and provides examples from General Motors (GM) and Nokia. It notes that both companies failed to recognize resistance from employees and other stakeholders to major strategic changes. At GM, resistance from unions and dealerships undermined efforts to shift production overseas. At Nokia, employees resisted efforts by new leadership to change the company's focus from hardware to software and services, slowing its transition to smartphones. The document stresses the importance of understanding and addressing sources of resistance from the beginning of change processes to improve their chances of success.

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Tia Jarrett
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22 views24 pages

MoC WEEK 5 - Students - Resistance To Change

This document discusses resistance to change and provides examples from General Motors (GM) and Nokia. It notes that both companies failed to recognize resistance from employees and other stakeholders to major strategic changes. At GM, resistance from unions and dealerships undermined efforts to shift production overseas. At Nokia, employees resisted efforts by new leadership to change the company's focus from hardware to software and services, slowing its transition to smartphones. The document stresses the importance of understanding and addressing sources of resistance from the beginning of change processes to improve their chances of success.

Uploaded by

Tia Jarrett
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Case Study - Resistance to Change at GM and Nokia.

pdf

THE UNIVERSITY OF THE WEST


INDIES

THE MANAGEMENT OF
CHANGE
SEMESTER 2 - 2023/2024
OBJECTIVES

 QUESTION

 HUAWEI CASE

 RESISTANCE TO CHANGE
Case from last class

 Huawei
From the position (for or against) that you have
been assigned:

- Propose a reasonable argument for the impact


of the topic you have been assigned.
RESISTANCE TO CHANGE

 https://www.youtube.com/watch?v=ZYagV9aomiU

USE LEWIN’S 3 STEP MODEL TO HELP WITH SHOWING HOW RESISTANCE TAKES
PLACE AT DIFFERENT LEVELS
Impact of Resistance to Change

“It is not possible for an organisation to change in


meaningful ways unless employees believe differently,
think differently and behave differently” (Woodman
and Dewett, 2004)
WHAT IS RESISTANCE TO CHANGE?
See it as…
Employees’ non-conformity to alterations that have either been proposed or
actually implemented in an organization. One writer says this “Resistance to
change is like a pain, it does not say exactly where the error is, but it allows
you to understand that there is a problem.”

 Whatever form resistance takes in an organization, the impact is always


negative.

 It can delay, slow-down or stop the change altogether


The Face of Resistance

 Open resistance

 Intentional Delays/slowing down of work


 Negative and or sarcastic talk about the change
 Negative non-verbal attitudes and behaviours
 Absence from meetings
 Resignations
 Strikes
 Sabotage
CAUSES OF RESISTANCE TO CHANGE

 The risk factor:

The risk (s) associated with change is seen/perceived as greater


than no change at all.
- The demand for change is on the basis of a promise – A promise
that may not be kept by those leading the change.
CAUSES OF RESISTANCE TO CHANGE

 Overcoming The risk factor:

- Provide as much evidence as you possibly can to lower the risk of


resistance
- Including numbers, as best as possible, to show facts and to
highlight that the change is not just idealistic but will make sense.
CAUSES OF RESISTANCE TO CHANGE

 Identification with Opponents (Strong Resistors):


-Strong bonds with these individuals will result in employees
feeling more connected to them than to the firm that is pushing for
the change.

- Think about a mentee’s possible position during change if his/her


mentor is an opponent of the change. What is that mentee’s
attitude toward the change likely to be?
CAUSES OF RESISTANCE TO CHANGE

 Employees don’t think they have the competence to change:


- Fear of not having relevant skills or competence
- Fear of inability to make a good performance transition

To overcome this:
-Have adequate training programmes that employees are made
aware of from early, a.k.a, communicate!
CAUSES OF RESISTANCE TO CHANGE
 Personal Challenges Make it difficult to take on something
new
- Non-work factors will sometimes inundate an individual and
make them non-responsive or negative concerning the change.

Think about parents who help their children with GSAT/PEP


preparations….

To overcome this:
- Use every opportunity to recognize accomplishments or small
wins
CAUSES OF RESISTANCE TO CHANGE

 Interference with need fulfillment – economic need, social


need, and other needs (threat to income, job status, social
relationships)

 Selective Perception – people hear what they want to hear


and disregard any information threatening their perspective

Ms. Tenneil Rashford


CAUSES OF RESISTANCE TO CHANGE

 Habit/Personality – people re-act to change based on their usual


manner of behaving.
- Some individuals have a low tolerance for change

Myers Briggs Personality Type Profiles – 16 Personality Types


exists:
Inspector, Counselor, Mastermind, Giver, Craftsman, Provider,
Idealist, Performer, Champion, Doer, Supervisor, Commander,
Thinker, Nurturer, Visionary, Composer
Ms. Tenneil Rashford
CAUSES OF RESISTANCE TO CHANGE

 Inconvenience of loss of freedom – from increased


control/power.

 Security in the past – change may threaten their sense of


security (job, power)

Ms. Tenneil Rashford


RESISTANCE TO CHANGE

Lisa Bodell: Why Organizations Resist Change

 https://www.youtube.com/watch?v=PZFiN00QALE

Ms. Tenneil Rashford


OVERCOMING RESISTANCE TO CHANGE
 Education and Communication
 Participation and Involvement
 Facilitation and Support
 Negotiation and Agreement
 Explicit and Implicit coercion (with consequences)

 4 Step Approach by Dale Carnegie


- Different Outcome and Behaviours
- Attitude and Acceptance
- Practice and Application
- Knowledge and Information
Ms. Tenneil Rashford
Education and Communication
 Promote awareness of change (need for goals and objectives of change)

 Prioritize two-way communication; use face-to-face, as much as possible

 Involve persons in the change (invite feedback)

 Will help employees to become change partners

USEFUL WHEN:
- Employees have little/partial information about the change
Participation and Involvement
 Choose a participative change approach Participative organizational
change and adaptation: Insights from a qualitative case study of
successful change”
 Use external or internal change agent (s) to ‘win-over’ resistors through
discussions (One-on-ones, if possible)

 Have a collaborative environment


USEFUL WHEN:
- Change agents do not have all the information the need to carry out change
- When there are many opponents to the change
- There is need to increase commitment and motivation for change
- Useful decisions need to be made
Ms. Tenneil Rashford
Facilitation and Support
 Demonstrate empathy for employee re their concerns

 Provide emotional support and facilitation

 Allow employees to express their resentment, fear, anger. This manifestation


will lead to resolution.

USEFUL WHEN:
- There is resistance due to adjustment or adaptability issues
- Training and other supportive measures are necessary
- There is much time to carry out the change
- The organisation has the resources to carry out the facilitation
Negotiation and Agreement

 Bargaining with resistors on various aspects of the change

 Making trade-offs/compromise to the convenience of managers and


employees.

USEFUL WHEN:
- It involves exchanging something of value for reducing resistance (eg.
incentives)
Explicit and Implicit Cohersion
 Use of force or threat/fear for making employees accepting of the change.

 Can involve harassment, bullying or forcibly compelling employees to change

 Giving ultimatums – change or resign/(…you’re fired)

 Illegal – has major consequences (dissatisfaction, resentment, low productivity)

USEFUL WHEN:
- There is no other resort/option for reducing resistance.
4 Step Approach by Dale Carnegie

Establish motivation for the change


ii. Analyze the Situation
iii. Plan the direction
iv. Implement the Change
v. Review the Direction
vi. Adopt or adjust
GM & Nokia Cases

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