4924945
Description
Mind Map by Lesego Olsen, updated more than 1 year ago
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Created by Lesego Olsen
almost 9 years ago
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RESISTANCE
L6
- RESPONSES TO CHANGE
- Coping with transition
- Models/FWs
- Kubler-Ross transition curve (L6)
- 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
- 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
- stages of psychological reaction (CH13)
- JOHNSON, 1999 Change
happens/anticipated change/ monitor
change/adapt to change quickly/Enjoy
change/be ready to change quickly and
enjoy it again
- Lewin's Force fields 1951 -
driving forces vs. restraining
forces
- The Social Readjustment Rating
(Holmes & Rahe, 1967)
Annotations:
- g
- Kubler-Ross transition curve (L6)
- Models/FWs
- Coping with transition
- RESISTANCE IN RELATION TO CHANGE
- Use Resistance to Effect
Change (Ford & Ford 2009)
- Boost awareness/ Return to purpose/
Change the change/ Build participation and
engagement/ Complete the past
- Boost awareness/ Return to purpose/
Change the change/ Build participation and
engagement/ Complete the past
- Use Resistance to Effect
Change (Ford & Ford 2009)
- SOURCES OF
RESISTANCE
- Models/FWs
- Dent & Galloway Goldberg
1999
- Dent & Galloway Goldberg
1999
- 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
- Models/FWs
- ADDRESSING RESISTANCE
Change- stressful process,
people cope and respond to
diff degrees of stress
differently
- Models/FWs
- Images of resistance (Palmer
Dunford & Akin) 2008
- 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
- 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
- Images of resistance (Palmer
Dunford & Akin) 2008
- Models/FWs
- EXPLORING RESISTANCE
- change story is full of complexity
- 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. 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. 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. 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
- 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)
- 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
- 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
- Building Commitment to
Change (Moss Kanter 1985)
- Building Commitment to
Change (Moss Kanter 1985)
- change story is full of complexity
- 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
- OREG et al. 2011 - employee committed to org are
willing to put effort on its behalf & more accepting
of need for change
- 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
- 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
- ARGYRIS 1960 -
PSYCHOLOGICAL CONTRACT --
An unwritten set of
expectations btn all org
members + those representing
the org. incorporates concepts
--> fairness reciprocity
- Guest et al. 1996 --- referes to tin
terms of perceptions of fairness,
trust & extent to which the 'deal'
is perceived to have been delivered
- 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
- Guest et al. 1996 --- referes to tin
terms of perceptions of fairness,
trust & extent to which the 'deal'
is perceived to have been delivered
- OREG et al. 2011 - employee committed to org are
willing to put effort on its behalf & more accepting
of need for change
- KEY CHALLENGE:
MOTIVATING OTHERS TO
SUPPORT CHANGE
- IMPACTED BY THE WAY
CHANGE IS COMMUNICATED
- 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
- IMPACTED BY THE WAY
CHANGE IS COMMUNICATED
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