ch 3 Resistance to change.ppt Organizational Development

ch 3 Resistance to change.ppt Organizational Development

2. The life cycle of
resistance to change
few people
see need for
change
movement
for change
begins to
grow
direct
conflict
and
showdow
n
between
the forces
Wisdom is
necessary
in dealing
with the
overt
opposition
resisters to
the change
are as few
and as
alienated
as the
advocates
were in the
first phase

3. LEADING CHANGE
•The purpose of change is to increase the
organization’s effectiveness or even to ensure
its survival.
•Some managers consider change to be so
critical to the success of the organization that
they continuously search for ways to make
positive organizational changes.

4. Major factors affecting
the success of change
1. Advocates of
Change
Advocates may be
CEO, manager, or
nternal or external
OD practitioner
2. Degree of Change
projected extent of
the change
May be Minor or
Major
3. Time Frame
length of time in
which the change
program is to be
implemented
5. Impact on Culture
greater the impact on
the existing
culture----greater the
amount of resistance
5. Evaluation of Change: force in the change process is the system for
evaluating the change

5. Change Model For Level
of Resistance
•Two major
considerations
in organizational
change are the
degree of
change and the
impact on the
organization’s
culture
2. SOME
RESISTANCE:
Moderate Chance
of Success
4. HIGH
RESISTANCE:
Low Chance
of Success
1. LOW
RESISTANCE:
High Chance
of Success
3. SOME
RESISTANCE:
Moderate to High
Chance of Success

6. Driving forces toward acceptance
of a change program
Dissatisfaction
with the
Present
Situation
External
Pressures
Toward
Change
Momentum
Toward
Change
Motivation by
Management

7. Restraining Forces Blocking
Implementation
Of Change Programs
•Uncertainty Regarding
Change: “The Comfort
Zone”
•Fear of the Unknown
•Disruption of Routine
•Loss of Benefits:
“What’s in It for Me?”
•Threat to Security
•Threat to
Position Power
•Redistribution of
Power
•Disturb Existing
Social Networks
•Conformity to
Norms and
Culture

8. Driving Forces and Restraining
Forces Act in Tandem
Effective change programs
try to increase the driving
forces toward acceptance of
change and simultaneously
to decrease the restraining
forces blocking the change.

9. Strategies to lessen
resistance
•Education and Communication
•Create a Vision
•Participation of Members in the Change Program
•Facilitation and Support
•Negotiation, Agreement, and Politics
•Leadership
•Reward Systems
•Explicit and Implicit Coercion
•Climate Conducive to Communications
•Power Strategies