Oc and resistance3

Models and Resistance to Change

The Focus of Change Leavitt et al. (1973) proposed that change may focus on 1 of 4 subsystems in an organization: Structure - levels of hierarchy, spans of authority, centralisation. Technology - complexity, degree of employee usage, operator control & responsibility. People - values, beliefs, attitudes, motives, drives, competencies, KSAs. Task - job design, repetitiveness, physical & cognitive demands, autonomy & discretion.

Lewin's Force Field Model The Three-stage Process of Change Unfreeze - Creation of motivation to change. Practice: Disconfirmation or a lack of confirmation of present behaviours or attitudes. Creation of guilt , discomfort or anxiety to motivate change. Creation of psychological safety by reducing barriers to change or reducing threat caused by past failures. Provision of information to employees and stakeholders giving knowledge of the first stage of the change process.

Change - Adjusting the equilibrium. Approaches: Rational – Empirical, Normative- Educative and Power Coercive Practice: Establishing a sense of urgency . Forming a powerful leading coalition. Creating and communicating a vision . Empowering others to act on the vision. Planning for and creating short-term wins. Institutionalizing new approaches.

The Seven-stage Model of Change In 1980, Edgar Huse proposed a seven-stage OD model based upon the original three-stage model of Lewin. Scouting - Where representatives from the organization meet with the OD consultant to identify and discuss the need for change . The change agent and client jointly explore issues to elicit the problems in need of attention. Entry - This stage involves the development of, and mutual agreement upon, both business and psychological contracts . Expectations of the change process are also established. Diagnosis - Here, the consultant diagnoses the underlying organizational problems based upon their previous knowledge and training. This stage involves the identification of specific improvement goals and a planned intervention strategy. Planning - A detailed series of intervention techniques and actions are brought together into a timetable or project plan for the change process. This step also involves the identification of areas of resistance from employees and steps possible to counteract it. Action - The intervention is carried out according to the agreed plans. Previously established action steps are implemented. Stabilization & Evaluation - The stage of 'refreezing' the system . Newly implemented codes of action, practices and systems are absorbed into everyday routines. Evaluation is conducted to determine the success of the change process and any need for further action is established. Termination - The OD consultant or change agent leaves the organization and moves on to another client or begins an entirely different project within the same organization.

1. Establishing a Sense of Urgency 2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture Source: Leading Change, John P. Kotter, 1998 The 8 Stage Process of Creating Major Change Creating Major Change

Six Sigma Basic Implementation Roadmap Understand and Define Entire Value Streams Deploy Key Business Objectives - Measure and target (metrics) - Align and involve all employees - Develop and motivate Define, Measure, Analyze, Improve Identify root causes, prioritize, eliminate waste, make things flow and pulled by customers Control -Sustain Improvement -Drive Towards Perfection Identify Customer Requirements Vision (Strategic Business Plan) Continuous Improvement (DMAIC) Identify Customer Requirements

Organizational Transformation... People Process Technology

Mission Strategic plan Organizational alignment “ Me” Incorporated Staff involvement Accountability Reward and recognition The Essential Components of Organizational Transformation

Approaches to Change Management Reactive Occur in response to external demands pressuring the organization; often not planned; less time to find a solution Proactive Based on the assumption that change is no longer elective, but a way of life; future oriented; staying attuned to the customer

FOLLOWERSHIP STYLES Alienated Conformist Passive Effective Pragmatic Survivor Dependent Independent Passive Active Why do we want ‘effective follower’ vs ‘conformist’?

Stephen Covey Dependent people expect someone to take care of them and blame others when things go wrong Independent people have developed a sense of self-worth and an attitude of self-reliance Interdependent people realize that it is best to work cooperatively with others

Figure 6.1 Change Factors An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Resistance Natural Reactive Predictable Emotional

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: critically assessing whether change will lead to improvements exploring the personal consequences of change. Dysfunctional Resistance: avoiding dealing with urgent and pressing issues declining to work on what really needs to be done.

Types of Resistance Functional Resistance: feelings of regret, anxiety or fear to a previous history of non-disclosure and poor working relations. Dysfunctional Resistance blaming and criticising without proposing alternatives sabotaging change non-collaboration with others.

Change Model An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Life Cycle of Resistance to Change (part 1 of 5) The response to change tends to move through a life cycle of 5 phases: Phase 1. Only few people who see need for change. Resistance appears massive . An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Life Cycle of Resistance to Change (part 2 of 5) Phase 2. Forces for and against change become identifiable. Change more thoroughly understood. Novelty of change tends to disappear. An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Life Cycle of Resistance to Change (part 3 of 5) Phase 3. Direct conflict and showdown between forces. This phase probably means life or death to change. An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Life Cycle of Resistance to Change (part 4 of 5) Phase 4. Remaining resistance seen as stubborn. Possibility that resisters will mobilize support to shift balance of power. An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Life Cycle of Resistance to Change (part 5 of 5) Phase 5. Resisters to change are as few and as alienated as were advocates in first phase. An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide

Strategies to Lessen Resistance Leadership. Reward systems. Explicit and implicit coercion. Climate conducive to communications. Power strategies.

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.

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