CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGE

Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.

1. PRESENTED BY, NAVYA JAYAKUMAR P MBA 105/18

2. CONTENT INTRODUCTION CHANGE NATURE OF CHANGE CAUSES OF CHANGE PROCESS OF CHANGE RESISTANCE TO CHANGE CLASSIFICATION AND CAUSES OF RESISTANCE TO CHANGE OVERCOMING RESISTANCE TO CHANGE EXAMPLE CONCLUSION REFERENCE

3. INTRODUCTION People are dynamic. They are the hardest things to change – after all, we all have our own systems, beliefs and values. We all change at different speeds and we will only change if we believe in the vision. Change is the law of nature, nothing is permanent except change 10/1/2019 CHANGE, SELF AND RESISTANCE 3

4. CHANGE Alternation which occurs in the overall work environment of an organization The whole organisation tends to be affected by the change in any part of it An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed. Change can be classified into three :- INDIVIDUAL LEVEL CHANGES GROUP LEVEL CHANGES ORGANISATIONAL LEVEL CHANGES 10/1/2019 CHANGE, SELF AND RESISTANCE 4

5. NATURE OF CHANGE Planned and unplanned are the two types of changes that can occur with an organization. Planned change occurs when deliberate decisions are made in an organization, while unplanned change is a result of unforeseen occurrences. 10/1/2019 CHANGE, SELF AND RESISTANCE 5

6. Planned Change: It is a strategic move by the organization implemented with the objective of changing the nature of the business itself or the way in which an organization is doing its business. Unplanned Change : It is imposed on the organization and is often unforeseen. It  can be regarded as a  change which takes place within an organization not in a planned manner   10/1/2019 CHANGE, SELF AND RESISTANCE 6

7. CAUSES OF CHANGE Internal Forces: A n organization may change because someone on the inside thinks a new way of doing things will be beneficial or even necessary. Pressures for change that originate inside the organization are generally recognizable in the form of signals indicating that something needs to be altered. External Forces : It occurs from an outside influence on the organization 10/1/2019 CHANGE, SELF AND RESISTANCE 7

8. INTERNAL FACTORS OF ORGANIZATIONAL CHANGE CHANGES IN MANAGERIAL PERSONNEL CHANGES IN OPERATIVE PERSONAL DEFICIENCIES IN THE EXISTING STRUCTURE 10/1/2019 CHANGE, SELF AND RESISTANCE 8 EXTERNAL FACTORS OF ORGANIZATIONAL CHANGE POLITICAL FORCES SOCIAL CHANGES MARKET CONDITIONS TECHNOLOGY CHANGES

9. PROCESS OF CHANGE One of the cornerstone models for understanding organizational change was developed by Kurt Lewin in the 1940 He explained organizational change using the analogy of changing the shape of a block of ice. The three stages of organizational change according to Lewin, including: Unfreezing – “ready to change” Changing – “ implementation” Refreezing - “making it stick” 10/1/2019 CHANGE, SELF AND RESISTANCE 9

10. 10/1/2019 CHANGE, SELF AND RESISTANCE 10 KURT LEWIN'S CHANGE MODEL

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12. 10/1/2019 CHANGE, SELF AND RESISTANCE 12 RESISTANCE TO CHANGE

13. RESISTANCE TO CHANGE Resistance to change is the act of opposing or struggling with modifications or transformations that alter the status quo . People will resist change when they perceive it as a threat . They may resign, they may show tardiness, loss of motivation to work, increased absenteeism, request for transfer, wild-cat strikes, shoddy work, reduction in productivity etc 10/1/2019 CHANGE, SELF AND RESISTANCE 13

14. CLASSIFICATION AND CAUSES OF RESISTANCE TO CHANGE INDIVIDUAL RESISTANCE TO CHANGE Individual sources of resistance to change reside in basic human characteristics such as perceptions, personalities & needs Fear of losing their jobs Security –because it threatens their feeling of safety Status quo- it may pose disturbance to the existing comforts Peer Pressure- individual employees may be prepared to accept change but refuse to accept it for the sake of the group Disruption of Interpersonal Relation Social Displacement- Change may also result in breaking up of work groups 10/1/2019 CHANGE, SELF AND RESISTANCE 14

15. 2. ORGANISATIONAL RESISTANCE TO CHANGE 10/1/2019 CHANGE, SELF AND RESISTANCE 15 Organizational resistance means the change is resisted at the level of the organization itself Some organization are so designed that they resist new ideas, this is specifically true in case of organization which are conservative in nature Majority of the business firm are also resistance to changes. The major reason for organizational resistance are:- • Threat to power and influence • Group inertia • Organizational structure • Resource constants • Sunk costs

16. OVERCOMING RESISTANCE TO CHANGE 10/1/2019 CHANGE, SELF AND RESISTANCE 16

17. EDUCATION & COMMUNICATION The starting point for successful change is to communicate effectively the reasons why change is needed! Honest communication about the issues and the proposed action helps people see the logic of change Effective education helps address misconceptions about the change, including misinformation or inaccuracies 10/1/2019 CHANGE, SELF AND RESISTANCE 17

18. PARTICIPATION & INVOLVEMENT Involvement in a change programme can be an effective way of bringing “on-board” people who would otherwise resist Participation often leads to commitment, not just compliance A common issue in any change programme is just how much involvement should be permitted. Delays and obstacles need to be avoided 10/1/2019 CHANGE, SELF AND RESISTANCE 18

19. FACILITATION & SUPPORT Kotter & Schlesinger identified what they called “adjustment problems” during change programmes Most people (though not all) will need support to help them cope with change Key elements of facilitation and support might include additional training, counselling and mentoring as well as simply listening to the concerns of people affected If fear and anxiety is at the heart of resistance to change, then facilitation and support become particularly important 10/1/2019 CHANGE, SELF AND RESISTANCE 19

20. CO-OPTION & MANIPULATION Co-option involves bringing specific individuals into roles that are part of change management (perhaps managers who are likely to be otherwise resistant to change) Manipulation involves the selective use of information to encourage people to behave in a particular way Whilst the use of manipulation might be seen as unethical, it might be the only option if other methods of overcoming resistance to change prove ineffective 10/1/2019 CHANGE, SELF AND RESISTANCE 20

21. NEGOTIATION & BARGAINING The idea here is to give people who resist an incentive to change – or leave The negotiation and bargaining might involve offering better financial rewards for those who accept the requirements of the change programme Alternatively, enhanced rewards for leaving might also be offered This approach is commonly used when a business needs to restructure the organisation (e.g . by delayering ) 10/1/2019 CHANGE, SELF AND RESISTANCE 21

22. EXPLICIT & IMPLICIT COERCION This approach is very much the “last resort” if other methods of overcoming resistance to change fail Explicit coercion involves people been told exactly what the implications of resisting change will be Implicit coercion involves suggesting the likely negative consequences for the business of failing to change, without making explicit threats The big issue with using coercion is that it almost inevitably damages trust between people in a business and can lead to damaged morale (in the short-term) 10/1/2019 CHANGE, SELF AND RESISTANCE 22

23. EXAMPLE Bank employees protest against decision of merger Staff will also adopt ‘wait and watch’ approach as they will be more worried about their future prospects, job security, allocation of work in the new entity, possible ‘punishment transfers’ to force resignations or opt for voluntary retirement schem e 10/1/2019 CHANGE, SELF AND RESISTANCE 23

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25. CONCLUSION Organizational change is an extremely complex subject that can be a difficult task for small organizations to large organizations, they all are going to make changes at some point, and I believe the best way to conquer the transitions is through strong management, good attitudes and being able to follow change. Without positive attitudes management will not be able to motivate employees and without motivated employees, it is essentially impossible to move through change. Both employees and management must give each other the tools and motivation necessary to follow a model than to change and complete the transition process. 10/1/2019 CHANGE, SELF AND RESISTANCE 25

26. REFERENCE https://www.toppr.com/guides/business-management-and-entrepreneurship/recent-trends-in-management/resistance-to-change / https:// www.thebalancecareers.com/what-is-resistance-to-change-1918240 https://managementisajourney.com/organizational-change-8-reasons-why-people-resist-change / https://en.wikipedia.org/wiki/Change_management 10/1/2019 CHANGE, SELF AND RESISTANCE 26

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