Models and Resistance to Change

The Focus of Change

Leavitt et al. (1973) proposed that change may focus on 1 of 4 subsystems in an organization: Structure - levels of hierarchy, spans of authority, centralisation. Technology - complexity, degree of employee usage, operator control & responsibility. People - values, beliefs, attitudes, motives, drives, competencies, KSAs. Task - job design, repetitiveness, physical & cognitive demands, autonomy & discretion.

Lewin's Force Field Model

The Three-stage Process of Change Unfreeze - Creation of motivation to change. Practice: Disconfirmation or a lack of confirmation of present behaviours or attitudes. Creation of guilt, discomfort or anxiety to motivate change. Creation of psychological safety by reducing barriers to change or reducing threat caused by past failures. Provision of information to employees and stakeholders giving knowledge of the first stage of the change process.

 Change - Adjusting the equilibrium. Approaches: Rational Empirical, NormativeEducative and Power Coercive Practice: Establishing a sense of urgency. Forming a powerful leading coalition. Creating and communicating a vision. Empowering others to act on the vision. Planning for and creating short-term wins. Institutionalizing new approaches.

 Refreeze - Making routine

The Seven-stage Model of Change

In 1980, Edgar Huse proposed a seven-stage OD model based upon the original three-stage model of Lewin. Scouting - Where representatives from the organization meet with the OD consultant to identify and discuss the need for change. The change agent and client jointly explore issues to elicit the problems in need of attention. Entry - This stage involves the development of, and mutual agreement upon, both business and psychological contracts. Expectations of the change process are also established. Diagnosis - Here, the consultant diagnoses the underlying organizational problems based upon their previous knowledge and training. This stage involves the identification of specific improvement goals and a planned intervention strategy. Planning - A detailed series of intervention techniques and actions are brought together into a timetable or project plan for the change process. This step also involves the identification of areas of resistance from employees and steps possible to counteract it. Action - The intervention is carried out according to the agreed plans. Previously established action steps are implemented. Stabilization & Evaluation - The stage of 'refreezing' the system. Newly implemented codes of action, practices and systems are absorbed into everyday routines. Evaluation is conducted to determine the success of the change process and any need for further action is established. Termination - The OD consultant or change agent leaves the organization and moves on to another client or begins an entirely different project within the same organization.

Creating Major Change

The 8 Stage Process of Creating Major Change

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998

Six Sigma Basic Implementation

Roadmap
Identify Customer Requirements

Understand and Define Entire Value Streams Vision (Strategic Business Plan) Deploy Key Business Objectives
- Measure and target (metrics)

- Align and involve all employees - Develop and motivate

Continuous Improvement (DMAIC) Define, Measure, Analyze, Improve

Identify root causes, prioritize, eliminate waste, make things flow and pulled by customers

Control
-Sustain Improvement -Drive Towards Perfection

Organizational Transformation... People Process Technology

The Essential Components of Organizational Transformation

Mission Strategic plan Organizational alignment Me Incorporated Staff involvement Accountability Reward and recognition

Approaches to Change Management

Reactive * Occur in response to external demands pressuring the organization; often not planned; less time to find a solution Proactive * Based on the assumption that change is no longer elective, but a way of life; future oriented; staying attuned to the customer

FOLLOWERSHIP STYLES
Independent

Alienated

Effective Pragmatic Survivor

Why do we want effective follower vs conformist ?

Passive

Conformist

Dependent Passive Active

Stephen Covey
Dependent people expect someone to take care of them and blame others when things go wrong Independent people have developed a sense of selfworth and an attitude of self-reliance Interdependent people realize that it is best to work cooperatively with others

Managing resistance to Change

Figure 6.1 Change Factors

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 15

Natural

Reactive

Resistance

Predictable

Emotional

Sources of Resistance to Change

Ignorance: a failure to understand the situation or the problem Mistrust: motives for change are considered suspicious Disbelief: a feeling that the way forward will not work Power-Cut : a fear that sources of influence and control will be eroded.

Sources of Resistance to Change

Loss: change has unacceptable personal costs Inadequacy: the benefits from the change are not seen as sufficient Anxiety: fear of being unable to cope with the new situation.

Sources of Resistance to Change

Comparison: the way forward is disliked because an alternative is preferred Demolition: change threatens the destruction of existing social networks.

Types of Resistance
Functional Resistance: Dysfunctional Resistance: critically assessing avoiding dealing with whether change will urgent and pressing lead to improvements issues exploring the personal declining to work on consequences of what really needs to be change. done.

Types of Resistance
Functional Resistance: feelings of regret, anxiety or fear to a previous history of non-disclosure and poor working relations. Dysfunctional Resistance blaming and criticising without proposing alternatives sabotaging change non-collaboration with others.

Change Model

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 22

Life Cycle of Resistance to Change (part 1

of 5)

The response to change tends to move through a life cycle of 5 phases: Phase 1.

Only few people who see need for change. Resistance appears massive.

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 23

Life Cycle of Resistance to Change (part 2

of 5)

Phase 2.

Forces for and against change become identifiable. Change more thoroughly understood. Novelty of change tends to disappear.

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 24

Life Cycle of Resistance to Change (part 3

of 5)

Phase 3.

Direct conflict and showdown between forces. This phase probably means life or death to change.

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 25

Life Cycle of Resistance to Change (part 4

of 5)

Phase 4.

Remaining resistance seen as stubborn. Possibility that resisters will mobilize support to shift balance of power.

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 26

Life Cycle of Resistance to Change (part 5

of 5)

Phase 5.

Resisters to change are as few and as alienated as were advocates in first phase.

An Experiential Approach to Organization Development 7th edition

Chapter 6 Slide 27

Strategies to Lessen Resistance

Leadership. Reward systems. Explicit and implicit coercion. Climate conducive to communications. Power strategies.

THE CHANGE EQUATION: FACTORS NECESSARY FOR EFFECTIVE CHANGE

A The individual, group or organisation level of dissatisfaction with the status quo B A clear and shared picture of a better future - how things could be C The capacity of individuals, groups and the organisation to change (orientation, competence and skill) D Acceptable and do-able first action steps E The cost (financial, time, aggro ) of making the change to individuals, groups and the organisation.

The Change Equation

A+B+C+D must be greater than E

The Change Equation: When Elements Are Missing

B + C +D means that the urgent will drive out the important and change will go to the bottom of the in-tray .

The Change Equation: When Elements Are Missing

A + B + D means that with no investment to improve change management capacity, anxiety and frustration will result.

The Change Equation: When Elements Are Missing

A + B + C means that the change effort will be haphazard and there will be a succession of false-starts.

A 4-Stage Process For Dealing With Resistance

Consider Different People Work With Values and Beliefs Understand and Relate to Needs and Problems Tailor Your Message to Your Audience.

Consider Different People

Identify the adopters - the staff the change will affect Identify key professional and organisational groups Identify crucial opinion-leaders in the organisation.

 CHANGE AGENTS

 Read your Cases