RESISTANCE L6

RESISTANCE L6

RESPONSES TO CHANGE
1. Coping with transition
  1. Models/FWs
    1. Kubler-Ross transition curve (L6)
      1. EKR stage & Interpretation 1 - Denial> Denial is a conscious or unconscious refusal to accept facts, information, reality, etc., relating to the situation concerned. It's a defence mechanism and perfectly natural. Some people can become locked in this stage when dealing with a traumatic change that can be ignored. Death of course is not particularly easy to avoid or evade indefinitely. 2 - Anger> Anger can manifest in different ways. People dealing with emotional upset can be angry with themselves, and/or with others, especially those close to them. Knowing this helps keep detached and non-judgemental when experiencing the anger of someone who is very upset. 3 - Bargaining> Traditionally the bargaining stage for people facing death can involve attempting to bargain with whatever God the person believes in. People facing less serious trauma can bargain or seek to negotiate a compromise. For example "Can we still be friends?.." when facing a break-up. Bargaining rarely provides a sustain
    2. stages of psychological reaction (CH13)
    3. JOHNSON, 1999 Change happens/anticipated change/ monitor change/adapt to change quickly/Enjoy change/be ready to change quickly and enjoy it again
    4. Lewin's Force fields 1951 - driving forces vs. restraining forces
    5. The Social Readjustment Rating (Holmes & Rahe, 1967)
      Anmerkungen:
      - g
RESISTANCE IN RELATION TO CHANGE
1. Use Resistance to Effect Change (Ford & Ford 2009)
  1. Boost awareness/ Return to purpose/ Change the change/ Build participation and engagement/ Complete the past
SOURCES OF RESISTANCE
1. Models/FWs
  1. Dent & Galloway Goldberg 1999
2. inability to cope w/stresses & strains/ sense of psychological contract in breach/ fatigue/ dislike of change & ambiguity/ percievd harm of interests/ uncertaintiy over change direction/ change is inappropriate atm/ bitter experiences/ ethical or moral concerns
ADDRESSING RESISTANCE Change- stressful process, people cope and respond to diff degrees of stress differently
1. Models/FWs
  1. Images of resistance (Palmer Dunford & Akin) 2008
  2. Dealing with resistance (Strebel 1996) Change can violate working relationships. Mgmt & employees view change differently. Personal compacts omfluenced by change. personal compact altered by change -->formal psychological social. managers must seek alignment btn strategic vision & employees' personal compacs
  3. dealing with resistance (Abramson 2000) repeated change --> fatigue.. recognize -> energy leves/appetite for change vary. apply this understanding to manage change. Pace change activities can make a difference
EXPLORING RESISTANCE
1. change story is full of complexity
  1. Ford et al. (2008) suggest that ‘resistance’ should also be understood as: 1. way change agents make sense of reactions to change 2..result of change agents’ actions and inaction 3. Having a positive role in change
    1. 1. Sense-making by change agents Resistance as a handy ‘catch-all’ to explain difficulties in change (whilst also diverting blame for the problems) If change agents anticipate resistance they might actively look for resistance behaviour (in ways that actually generate resistance)
    2. 2. A result of change agents’ action and inaction Violation of formal and implicit agreements Failing to communicate effectively about the change Being found to have misrepresented the change Assuming that understanding leads to action Change agents themselves resisting feedback and acting inflexibly
    3. 3. A positive role for resistance Keeps people talking about the change Winning hard-fought arguments may create robust change supporters Resistance as a source of feedback on change process and opportunity to improve it Reminds change agents to approach change thoughtfully
2. SO WHAT? Actively exploring resistance to change allows us, as change agents, to: * Engage with issues of resistance rather than treating resistance as inevitable *Reflect on our own actions in relation to change-related challenges facing us * Be sensitive to how our messages and actions can have lasting impacts *Realise that resistance can strengthen the change process
  1. Building Commitment to Change (Moss Kanter 1985)
SUMMARY: Resistance can be identified in relation to change and may be managed through careful use of certain techniques But traditional views of ‘resistance’ may limit our understanding of change and ‘resistance’ to it Reflecting on ‘resistance’ critically may improve our practice as change agents and the chances of successful change
Org commitment and support for change
1. OREG et al. 2011 - employee committed to org are willing to put effort on its behalf & more accepting of need for change
  1. Begley & Czajka 1993 - (1) organisational commitment serve as buffer against effects of change related stress. (2) org members past experiences of change can affect their level of commitment to org and their willingness to support more change
2. ARGYRIS 1960 - PSYCHOLOGICAL CONTRACT -- An unwritten set of expectations btn all org members + those representing the org. incorporates concepts --> fairness reciprocity
  1. Guest et al. 1996 --- referes to tin terms of perceptions of fairness, trust & extent to which the 'deal' is perceived to have been delivered
  2. ORG MAY EXPECT: Loyalty/ Keep trade secrets /Work hard/at best for org. IN RETURN, EMPLOYEES EXPECT:opportunity to learn and progress/level of autonomy/ receive equitable level of remuneration/ treated fairly & w/ dignity/ employment security. IF EMPLOYEES :) likely to display high level of commitment to org IF EMPLOYEES :( invest less effort, less inclined to innovate or respond to innovations/ changes by others
KEY CHALLENGE: MOTIVATING OTHERS TO SUPPORT CHANGE
1. IMPACTED BY THE WAY CHANGE IS COMMUNICATED
2. CHOI (2011) -- (1) OBSERVED: change only successful & persists over time when indies alter on-the-job behaviour to support change (2) ARGUES: employees must be @ heart of the change --> BUT --> (3) ASSERTS: change efforts often fail bcoz change leaders pay insufficient attention to winning support of influencers of change outcome

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