Change Management

Front 1

Kotter and Schlesinger's reasons for resisting change

Back 1

Self-interest

Misinformation and misunderstanding

Different assessment of the situation

Low tolerance for change and inertia

Front 2

Self-Interest

Back 2

A powerful motivator.

Arises from perceived threat to job security, status and financial position.

Understandable as people would not like to lose something valuable to them.

Individuals often place their own interests ahead of the organisation's, particularly if they have little loyalty.

Front 3

Misinformation and Misunderstanding

Back 3

Staff don't understand why change is needed - possibly misinformed about the strategic position of the business.

Perception may be widespread that there's no compelling reason to change.

Possible element of people kidding themselves that things are better than they really are.

Front 4

Different Assessment of the Situation

Back 4

Disagreement about the needs for change or what the change needs to be.

May disagree about the change itself or feel they have a better solution.

Resistance is based on disagreement about what's best for the business.

Front 5

Low Tolerance and Inertia

Back 5

Staff may have inertia or be resistant to change because they're happy with the way things currently are.

May need security, predictability and stability in their work.

If there's low tolerance to change, resistance may grow.

Front 6

Ways of overcoming resistance

Back 6

Education and Communication

Participation and Involvement

Facilitation and Support

Manipulation and Co-Option

Negotiation and Bargaining

Explicit and Implicit Coercion

Front 7

Education and Communication

Back 7

Communicate effectively about the change needed.

Honest communication about the proposals makes people see logic.

Effective education addresses misconceptions such as misinformations and inaccuracies.

Unlikely to achieve short term effects - need to be delivered consistently over a long period of time for maximum impact.

Front 8

Participation and Involvement

Back 8

Effective way of bringing on board people who would otherwise resist.

Often leads to commitment and not just compliance.

Need to determine how much involvement is needed and delays and obstacles should be avoided.

Front 9

Facilitation and Support

Back 9

Many people need support to help them cope with change.

Includes additional support, mentoring, counselling, or simply listening to the concerns of people affected.

Particularly important if fear and anxiety is at the heart of the resistance.

Front 10

Co-Option and Manipulation

Back 10

Bringing specific individuals into roles part of change management, such as managers who are otherwise likely to be resistant to change.

Manipulation involves selective use of information to persuade people to behave in a particular way.

May be the only option if other methods prove ineffective, despite inethical.

Front 11

Negotiation and Bargaining

Back 11

Give people an incentive to change or leave the business.

Could involve offering better financial rewards to those willing to embrace the change.

Enahnces rewards for leaving could even be offered.

Commonly used when a business needs to restructure their organisation through delayering, etc.

Front 12

Explicit and Implicit Coercion

Back 12

Last resort if other methods fail.

Explicit involves telling resistant staff exactly what their implications will be.

Implicit involves telling resistant staff potential negative consequences, without making any explicit threats.

Inevtiably damages trust and morale in the short-term.

Front 13

Lewin's Force-Field Analysis

Back 13

Provides an overview of change problems that need to be tackled by a business, splitting factors into for and against change.

Front 14

Lewin's Model Explanation

Back 14

There are forces driving change and forces resisting it. Where there is an equilibrium, there will be no change. In order for change to occur, the driving forces must exceed the restraining forces.

Front 15

Lewin's Analysis Uses

Back 15

Investigate the balance of power involved in an issue.

Identify key stakeholders on the issue.

Identify opponents and allies.

Identify how to influence target groups.

Identify resistance and develop strategies to remove it.

Front 16

Internal Forces for Change

Back 16

Sense that the business could do better.

Desire to increase profitability and other performance measures.

Need to reorganise to increase efficiency and competitiveness.

Natural ageing and decline in a business from machinery, products, etc.

Conflict between departments.

Need for greater flexbility in organisational structures.

Concerns about ineffective communication, de-motivation or poor business relationships.

Front 17

External Forces for Change

Back 17

Increased demand for higher quality.

Uncertain economic conditions.

Greater competition.

Higher cost of inputs.

Legislation and taxes.

Political interests.

Ethical and social values.

Technological change.

Front 18

Restraining Forces

Back 18

Despite positive potential outcomes, change is nearly always resisted.

A degree of resistance is normal since change is disruptive and stressful.