Chapter 6Overcoming Resistance to Change

Learning ObjectivesIdentify forces that cause resistance to change.Recognize strategies that can increase motivation to change.Diagnose forces driving and resisting organization change.Experience reactions to a change situation.

Change and Reinvent (part 1 of 2)Many organizations being forced to change radically.Organizations face major challenge in managing change.

Change and Reinvent (part 2 of 2)Organizations need capacity to adapt quickly.People focus of most serious challenges.Large scale changes incur significant problems and challenges.

Changes on Personal LevelSet patterns of behavior.Defined relationships with others.Work procedures and job skills.

Changes on Organizational LevelPolicies.Procedures.Organization structures.Manufacturing processes.Work flows.

Life Cycle of Resistance to Change (part 1 of 5)Response to change tends to move through 5 phases:Phase 1: Change Introduced.Only few people who see need for change.Resistance appears massive.

Life Cycle of Resistance to Change (part 2 of 5)Phase 2: Forces Identified.Forces for and against change identified.Change more thoroughly understood.Novelty of change tends to disappear.

Life Cycle of Resistance to Change (part 3 of 5)Phase 3: Direct Conflict.Direct conflict and showdown between forces.This phase probably means life or death to change.

Life Cycle of Resistance to Change (part 4 of 5)Phase 4.Remaining resistance seen as stubborn.Possibility resisters will mobilize to shift balance of power.

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.

Leading Change: Major Factors Affecting Success of ChangeAdvocates of change. Degree of change.Time frame.Impact on culture.Evaluation of change.

Figure 6.1Change Factors

Advocates of ChangePerson leading change often most important force for change.OD practitioners may be brought in to assist.

Degree of ChangeIs change minor or major?The greater the change, the more difficult to implement.

Time FrameGreater chance of success if:Change is gradual.Longer time frame.Some organizations only chance for survival depends on:Radical change.Introduced swiftly.

Impact on CultureThe greater the impact on existing culture:The greater the resistance andThe more difficult it is to implement change.

Evaluation on CultureStandards of performance developed.Designed to measure:Degree of change andImpact on organization.

A Change Model (part 1 of 5)Two major considerations in organizational change are:Degree of change.Impact on organizations culture.

Figure 6.2Change Model

Change Model (part 2 of 5)Quadrant 1Minor change, low impact on culture.Resistance at lowest level.Success most probable.

Change Model (part 3 of 5)Quadrant 2Minor change, high impact on culture.Some resistance can be expected.

Change Model (part 4 of 5)Quadrant 3Major change, high impact on culture.Some resistance likely.Good management can probably overcome resistance.

Change Model (part 5 of 5)Quadrant 4Major change, high impact on culture.Greatest resistance can be predicted.Probability of success low.

Driving Forces Toward Acceptance of ChangeDriving forces:Anything that increases organization to implement change.Vary in intensity depending on situation.

Driving Forces for Change(part 1 of 5)Dissatisfaction with present situation.External pressures toward change.Momentum toward change.Motivation by management.

Driving Forces for Change(part 2 of 5)Dissatisfaction with present situation.Intense dissatisfaction with present situation provides motivation.Some members are aware of need for improvement.Being average not good enough.Stockholder demands for change.

Driving Forces for Change(part 3 of 5)External pressures toward change.Forces outside of organization (example: market conditions).New technologies and methods implemented to remain competitive.New legal requirements.

Driving Forces for Change(part 4 of 5)Momentum toward change.Once change underway, forces push it along.Those involved tend to become committed.Money previously already spent on change provides motivation.Change in one part of organization may set off chain reaction.

Driving Forces for Change(part 5 of 5)Motivation by management. Manager or advocate of change becomes motivating force.Top managements encouragement can motivate change.

Restraining Forces Blocking Change (part 1 of 2)Uncertainty regarding change.Fear of unknown.Disruption of routine.Loss of benefits.Threat to security.

Restraining Forces Blocking Change (part 2 of 2)Threat to position power.Redistribution of power.Disturb existing social networks.Conformity to norms and culture.

Driving Forces & Restraining Forces Act in TandemEffective change programs:Increase driving forces.Decrease restraining forces.Force-field analysis model useful to view driving and restraining forces.

Strategies to Increase Motivation (part 1 of 2)Climate conducive to change. Clearly articulated vision. Effective communications. Leadership of managers.

Strategies to Increase Motivation (part 2 of 2)Participation of members.Reward systems.Negotiation, agreement, and politics.Power strategies.

OD ApplicationFive Phases of Resistance to Change Change tends to move through a life cycle.Environmental movement over 40 years illustrates phases.

PHASE 1 Change Introduced.Environmental movement began to grow in 1970s.The forces for change were small.PHASE 2 Forces Identified. By 1980s forces for and against change became organized. PHASE 3 Direct Conflict.Clean Air Act of 1990 brought opposing groups into direct confrontation.

PHASE 4 Residual Resistance.Opposing groups continued to have conflicts. Resistance became less intense through first decade of 2000s.PHASE 5 Change Established.World generally sees environmental responsibility as a necessity.Disagreements persist in how to implement changes.

OD Application The World of BusinessGlobalization has occurred for hundreds of years.Recently experienced exponential growth.

Reasons for increase include:Improvements in communications and transportation.More efficient global banking systems.Surpluses in capital for some countries.Worldwide lowering of trade barriers.

Multinational companies (MNCs) based all over the world.MNCs emerging in larger numbers in developing countries.MNCs help create markets by employing workers worldwide.Trend for MNCs to blend into countries and adapt local culture.

Table 6.1Fortune Top Global 500 Companies

Keywords and ConceptsDriving forces.Increases client system to implement proposed change.Employee stock ownership plan.Grant stock or stock options to broad section of employees.

Gain sharing.Reward system that recognizes value of specific group.Knowledge-based pay.Reward system based on the knowledge or skills of workers. Open-book management.Employees use financial records to analyze problems.

Profit-sharing.Uses the performance of business to calculate employee pay.Restraining forces.Forces that block implementation of change program.Vision.Describes desired future state for organization.Can provide members with mental image of future.

OD Skill Simulation 6.1Downsizing in Enigma Co. Purpose.Examine how you attempt to influence others.Understand relationship between acceptance and rejection of change.Consider how change situations are influenced.

OD Skill Simulation 6.2Driving and Restraining Forces Purpose.Help you further understand the diagnosis process.Experience overcoming resistance to change.

OD Skill Simulation 6.3Strategies for Change Purpose.Experience a change situation where you attempt to change another person.

Preparations for Next ChapterRead Chapter 7.Prepare for OD Skill Simulation 7.1.Complete Step 1.Prior to class, form teams of eight members and select roles. Read and analyze Case: The Farm Bank.