Managing Change &Stress

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 Managing Change
 Forces of Change
and Stress
 Models and
Dynamics of Planned
Change
 Understanding and
Managing Resistance
to Change
 Dynamics of Stress

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Forces of Change
External
Demographic Characteristics
Technological Advancements
Market Changes
Social and Political Pressures
The Need for Change

Internal
Human Resource Problem/Prospects

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A Generic Typology of
Organizational Change
Radically
Adaptive Innovative Innovative
Change Change Change

Reintroducing Introducing a Introducing a

a familiar practice new practice new
practice to the to the industry
organization

Low High
 Degree of complexity,
cost, and uncertainty
 Potential for
resistance to change

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Lewin’s Change Model

• Unfreezing
– Creates the motivation to change
– Encourages the replacement of old behaviors and attitudes with
those desired by management
– Entails devising ways to reduce barriers to change
– Creates psychological safety
Changing
Provides new information, new behavioral models, or new ways
of looking at things
Helps employees learn new concepts or points of view
Role models, mentors, experts, benchmarking results, and
training are useful mechanisms to facilitate change

Refreezing
Helps employees integrate the changed behavior or
attitude into their normal way of doing things
Positive reinforcement is used to reinforce the desired change
Coaching and modeling help reinforce the stability of
change
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 A Systems Model of Change
Target Elements of Change

Organizing
Arrangements

Inputs Outputs
Internal Internal
Strategy Goals Social
 Strengths People  Organizational
 Weaknesses Factors level
 Department/
External
group level
 Opportunities
 Individual level
 Threats
Methods

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Kotter’s Eight Steps for Leading
Organizational Change
Step Description
1) Establish a sense of Unfreeze the organization by creating a
compelling reason for why change is
urgency
needed
2) Create the guiding Create a cross-functional, cross-level group
of people with enough power to lead the
coalition
change
3) Develop a vision and Create a vision and strategic plan to
strategy guide the change process
4) Communicate the Create and implement a communication
strategy that consistently communicates
change-vision
the new vision and strategic plan

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Kotter’s Eight Steps for Leading
Organizational Change
Step
5) Empower broad-based
action
6) Generate short-term
wins
7) Consolidate gains and
produce more change
8) Anchor new approaches
in the culture
Description
Eliminate barriers to change, use target
elements of change to transform the
organization
Plan for and create short-term “wins” or
improvements
The guiding coalition uses credibility from
short-terms wins to create change.
Additional people are brought into the
change process as change cascades
throughout the organization
Reinforce the changes by highlighting
connections between new behaviors and
processes and organizational success

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Organizational Development

• Organizational
Development a
set of techniques or
tools that are used
to implement
organizational
change

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Characteristics of Organizational
Development

• OD Involves Profound Change

• OD is Value-Loaded
• OD is a Diagnosis/Prescription Cycle
• OD is Process-Oriented

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Why People Resist Change in the
Workplace
1) An individuals’
predisposition toward
change
2) Surprise and fear of the
unknown
3) Climate of mistrust
4) Fear of failure
5) Loss of status and/or
job security

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Why People Resist Change in the
Workplace Cont.
6) Peer pressure
7) Disruption of cultural
traditions and/or group
relationships
8) Personality conflicts
9) Lack of tact and/or
poor timing
10) Non-reinforcing reward
systems

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The Continuum of Resistance to Change
Enthusiastic
Acceptance Cooperation
Cooperation under pressure from management
Acceptance
Passive resignation
Indifference
Indifference Apathy or loss of interest in the job
Doing only what is ordered
Regressive behavior
Passive
Nonlearning
Resistance
Protests
Working to rule
Doing as little as possible
Active
Slowing down
Resistance
Personal withdrawal
Committing “errors”
Spoliage
Deliberate sabotage

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Overcoming Resistance to Change
Approach Commonly Used Advantages Drawbacks
in Situations
Where:
Education + There is a lack of Once persuaded, Can be very time
Communication information or people will often consuming if
inaccurate help with lots of people
information & implementation are involved
analysis of change

Participation + The initiators do People who Can be very

Involvement not have all the participate will time consuming
information they
be committed if participators
need to design the
change & others to the design an
have considerable implementatio inappropriate
power to resist n of change change

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Overcoming Resistance to Change
Approach Commonly Used Advantages Drawbacks
in Situations
Where:

Facilitation + People are No other approach Can be very time

Support resisting because works as well consuming,
of adjustment with adjustment expensive and
problems problems still fail

Negotiation + Someone or Sometimes it is Can be too

Agreement some group will a relatively expensive in
clearly lose out in
easy way to may cases if it
a change and
where that group avoid major alerts other to
has considerable change negotiate for
power to resist compliance

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Overcoming Resistance to Change
Approach Commonly Used Advantages Drawbacks
in Situations
Where:

Manipulation + Co- Other tactics will It can be Can lead to future

optation not work or are relatively quick problems if
too expensive and inexpensive people feel
manipulated

Explicit + Implicit Speed is essential It is speedy and Can be very

and where the can overcome
coercion change initiators
risky ad leave
any kind of people made at
possess
considerable power resistance the initiators

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Stress

• Stress behavioral, physical,

or psychological response to
stressors
– Stress is not merely
nervous tension
– Stress can have positive
consequences
– Stress is not something to
be avoided
– The complete absence of
stress is death
– Stress is inevitable

Who is in charge of your stress level?

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Stressors

• Stressors environmental factors that

produce stress
– Cognitive Appraisal of Stressors
• Reflect an individual’s overall perception or
evaluation of a stressor
– Primary Appraisal determining whether a
stressor is irrelevant, positive, or stressful
– Secondary Appraisal assessing what might and
can be done to reduce stress

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Moderators of Occupational Stress

• Moderators variables that cause the

relationships between stressors, perceived
stress and outcomes to be weaker for some and
stronger for others
– Awareness of moderators helps identify
those more likely to experience stress and
negative outcomes
– Suggest possible solutions for reducing
negative outcomes

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Social Support

• Social Support amount of helpfulness

derived from social relationships
– Esteem support
– Informational support
– Social companionship
– Instrumental support

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Hardiness

• Hardiness personality characteristic that

neutralizes stress
– Embraces personality dimensions
• Commitment
• Internal Locus of Control
• Challenge

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Type A Behavior Pattern

• Type A Behavior
Pattern
aggressively
involved in a
chronic, determined
struggle to
accomplish more in
less time

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Type A Characteristics

1) Hurried speech; explosive accentuation of

key words
2) Tendency to walk, move, or eat rapidly
3) Constant impatience with rate at which most
events take place
4) Strong preference for thinking of or doing
two or more things at once
5) Tendency to turn conversations around to
personally meaningful subjects or themes

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Type A Characteristics

6) Tendency to interrupt while others are

speaking to make your point or to complete
their train of thought in your own words
7) Guilt feelings during periods of relaxation
or leisure time
8) Tendency to be oblivious to surroundings
during daily activities
9) Greater concern for things worth having
than with things worth being

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What Are You?

Are you where you thought you

would be?

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