Strategies for-change HBR
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The document discusses organizational change and the various causes of resistance that managers may encounter, including personal vested interests and misunderstandings. It emphasizes the importance of tailoring change strategies to address specific types of resistance and situations, and suggests methods such as education, participation, and negotiation to facilitate smoother transitions. Ultimately, it outlines that managers can improve the success of change efforts by conducting thorough analyses and selecting suitable strategies based on anticipated resistance.
Strategies for-change HBR
- 1. Group-1: Ashish Rawat Harish Kumar Ram Babu Jatav Shubha N Bhambhani PPM – MDI , GURGAON Choosing strategies for change
- 2. Background Organization faces environmental change viz. new govt. regulations new products, growth, increased competition technological developments changing workforce Serious management issue- Ability of organization to respond to change Reorganization is feared because disturbance of status quo , people’s vested interests in their jobs an upset to established ways of doing things. Demand is for moderate organizational change at least once a year , major change every five year Managers must deal with Change
- 3. Main issues in Article Causes for resistance to change Systematic way to ◦ select a strategy and ◦ set of specific approaches for implementing an organizational change effort
- 5. Diagnosing Resistance Organizational change efforts face human resistance Managers often apply a simple set of beliefs Change initiatives often backfire because managers apply one-size-fits-all approaches. To lead change ◦ Need is to tailor the strategies to types of resistance ◦ Consider situational factors Individuals or groups can react very differently to change – from passively resisting , to aggressively trying to undermine Assessment need- who might resist the change initiative and for what reasons
- 6. Why People Resist Change 1. Desire not to lose something of value 2. Misunderstanding of change and its implications 3. A belief that the change does not make sense for the organization. 4. A low tolerance for change.
- 7. Parochial self-interest People focus on their own best interests Not on those of the total organization resistance This results in “politics” or “political behavior” e. g. Performance appraisal change would alter their relationships from a peer to more of a boss and evaluator
- 8. Misunderstanding and lack of trust People resist change when they do not understand its implications and Perceive that it might cost them more Such situations -trust is lacking between employees and managers It lead to resistance, unless managers ◦ surface misunderstandings ◦ clarify them rapidly Resistance can easily catch change initiators by surprise if they assume that people only resist change when it is not in their best interest.
- 9. Different assessments people resist change as they assess the situation differently from managers Managers often assume both ◦ they have all the relevant information required for organization analysis ◦ those who will be affected have the same facts neither assumption is correct difference in information leads to differences in analyses, Which in turn can lead to resistance And if the analysis made by those not initiating the change is more accurate than that derived by the initiators, resistance is obviously “good” for the organization some managers assume that resistance is always bad and therefore always fight it
- 10. Low tolerance for change People resist change - they fear they will not be able to develop new skills and behavior that will be required of them Organizational change can require people to change too much, too quickly Peter F. Drucker –major obstacle to organizational growth is ◦ managers’ inability to change their attitudes and behavior ◦ as rapidly as their organizations require Managers intellectually understand need for changes but are emotionally unable to make the transition People also sometimes resist ◦ to save their previous beliefs ◦ because of peer group pressure or because of a supervisor’s attitude
- 12. Education and communication Most common ways to overcome resistance to change ◦ to educate people about it beforehand ◦ Communication of ideas - help people see the need for and the logic of a change Education process involve one-on-one discussions, presentations to groups, reports etc An education and communication program is ideal when resistance is based on inadequate or inaccurate information and analysis This requires a good relationship between initiators and It also requires time and effort
- 13. Participation and involvement involve the potential resisters in design and implementation of change With a participative change effort, the initiators ◦ listen to the people and ◦ use their advice Research has demonstrated that ◦ participation leads to commitment, ◦ not merely compliance
- 14. Facilitation and support Managers can deal with potential resistance to change is by being supportive. This process might include- ◦ providing training in new skills, ◦ giving employees time off after a demanding period, ◦ listening and providing emotional support. Helpful when fear and anxiety lie at the heart of resistance. Managers often overlook or ignore this kind of resistance, Drawback – time consuming & expensive and still fail. Not very practical- If time, money, & patience not available
- 15. Negotiation and agreement. Offer incentives to active or potential resisters. e.g. management could give ◦ A union a higher wage rate in returnfor a work rule change; ◦ increase an individual’s pension benefits in return for an early retirement. Most appropriate when someone is going to lose out as a result of a change and yet his or her power to resist is significant. Easy way to avoid major resistance Drawbacks- ◦ May become expensive. ◦ Possibility of blackmail
- 16. Manipulation and co-optation Managers also resort to covert attempts to influence others Manipulation involves the very selective use of information and the conscious structuring of events One common form of manipulation is co- optation. Co-opting an individual / leader of a group usually involves giving him or her a desirable role in the design or implementation of the change. Different from participation, initiators do not want the advice of the co-opted, and only looks for endorsement Advantage – relatively quick and inexpensive solution Drawbacks – Can lead to future problems if
- 17. Explicit and implicit coercion. Force people to accept a change by threatening them ◦ with the loss of jobs, ◦ promotion possibilities ◦ Firing them ◦ transferring them and so on Coercion is a risky process because people strongly resent forced change. Suitable when speed is essential , change initiator possess considerable power Can overcome any type of resistance
- 18. Choice of Strategy Managers explicitly or implicitly make strategic choices regarding the ◦ speed of the effort, ◦ the amount of preplanning ◦ the involvement of others Strategic options available can be understood using continuum : ◦ Faster Change Process : A very rapid implementation, a clear plan of action, and little involvement of others. This type of strategy mows over any resistance and, at the extreme, would result in a fait accomplice. ◦ Slower Change Process : A less clear plan, and involvement on the part of many people other than the change initiators. This type of strategy is designed to reduce resistance to a minimum. Which strategy and where one should remain on continuum depends on situational factors.
- 20. Situational factors The amount and kind of resistance that is anticipated ◦ Greater the anticipated resistance – right on continuum The position of the initiator vis-à-vis the resisters, especially with regard to power ◦ Stronger initiator - left on continuum The person who has the relevant data for designing the change and the energy for implementing it ◦ Inadequate information with initiator – right on continuum The stakes involved
- 21. Operating choice on continuum Best way to select a point as far to the right as possible for both economic and social reasons. ◦ Forcing change on people can have just too many negative side effects over both the short and the long term. ◦ Change efforts using the strategies on the right of the continuum can often help develop an organization and its people in useful ways
- 22. Implications for managers. A manager can improve his chance of success in an organizational change effort by: 1. Conducting an organizational analysis that identifies the current situation, problems, and the forces that are possible causes of those problems. 2. Conducting an analysis of factors relevant to producing the needed changes – i. Who might resist the change, why, and how much; ii. who has information that is needed to design the change, iii. whose cooperation is essential in implementing it; iv. what is the position of the initiator vis-à-vis other in
- 23. Implications for managers ( Contd..) 3. Selecting a change strategy, based on the previous analysis, that specific the speed of change, the amount of preplanning, and the degree of involvement of others. 4. Monitoring the implementation process. To identify the unexpected in a timely fashion and react to it intelligently.
- 24. THANKS