Professional Documents
Culture Documents
Organizational Change
1-1
15-1
Force Field Analysis Model
Change
Restraining
Forces
Desired
Conditions
Restraining
Forces Driving
Forces
Restraining
Forces
Driving
Current
Conditions
Forces
Driving
Forces
Restraining forces
• Resistance to change -- employee Driving
Forces
behaviors that block the change
process
15-3
Why People Resist Change
1. Direct costs
• Losing something of value due to change
2. Saving face
• Accepting change acknowledges own imperfection,
past wrongdoing
15-4
Why People Resist Change
(con’t)
4. Breaking routines
• Organizational unlearning is part of change process
• But past practices/habits are valued by employees
due to comfort, low cognitive effort
15-5
Minimizing Resistance to Change
Communication
Highest priority and first strategy
for change
Learning Improves urgency to change
Reduces uncertainty (fear of
Involvement unknown)
Problems -- time consuming and
Stress Mgt costly
Negotiation
Coercion
15-6
Minimizing Resistance to Change
Communication
Provides new knowledge/skills
Includes coaching and other forms
Learning of learning
Helps break old routines and
Involvement adopt new roles
Problems -- potentially time
Stress Mgt consuming and costly
Negotiation
Coercion
15-7
Minimizing Resistance to Change
Communication
Employees participate in change
Learning process
Helps saving face and reducing
Involvement
fear of unknown
Includes task forces, future search
Stress Mgt
events
Negotiation
Problems -- time-consuming,
potential conflict
Coercion
15-8
Minimizing Resistance to Change
Communication
Help employees manage stress if
stress is the reason for resistance
Learning Counseling, providing emotional
support.
Involvement Potential benefits
• More motivation to change
Stress Mgt • Less fear of unknown
• Fewer direct costs
Negotiation Problems -- time-consuming,
expensive, doesn’t help everyone
Coercion
15-9
Minimizing Resistance to Change
Communication
Learning
Influence by exchange -- reduces
Involvement direct costs
May be necessary when people
Stress Mgt clearly lose something and won’t
otherwise support change
Negotiation Problems
• Expensive
Coercion
• Gains compliance, not commitment
15-10
Minimizing Resistance to Change
Communication
Learning
Involvement
When all else fails
Assertive influence
Stress Mgt Radical form of “unlearning”
Problems
Negotiation • Reduces trust
• May create more subtle resistance
Coercion • Encourage politics to protect job
15-11
Change Agents
15-12