Chapter 12 - Motivating others to change.ppt

Chapter 1 - Process models of change part 1.pptx

1. 1
Chapter 12
Motivating others to change

2. Commitment
People’s past experience of change
can affect their level of
commitment to the organisation
and their willingness to support
further change.
2
© PhotoDisc/Getty Images/Stephen F Hayes
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

3. The psychological contract
“An unwritten set of expectations between every member of
an organisation and those who represent the organisation to
them.”
It incorporates concepts such as fairness, reciprocity and a
sense of mutual obligation.
3
© Macmillan South Africa
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

4. The psychological contract (cont.)
If employees feel that the organisation has failed to keep ‘its
side of the bargain’ they may respond by redefining their side
of the psychological contract.
They may:
►invest less effort in work
►be less inclined to innovate
►be less inclined to respond positively to changes proposed
by management.
4© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

5. “Don’t worry about those staff who turn off
and leave; worry about those who turn off
and stay.”-Bob Worcester, MORI
5© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

6. 6
What some leaders see as resistance others
might interpret as support
A change proposal might be challenged because:
•one party sees problems that another has missed, or
•because they anticipate that the change will not deliver
sufficient benefit to justify the costs involved.
This kind of feedback might not be intended to derail the
change.
Problems can arise, however, when leaders too quickly
interpret this kind of feedback as negative resistance
and a threat that has to be managed.
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

7. Reasons why people resist change
•Parochial self interest
•Misunderstandings and lack of trust
•Different assessments
•Low tolerance for change
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A key determinant of resistance to change is the extent to
which change recipients perceive the change as personally
beneficial or harmful.
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

8. 8
Change leaders can act in a number of ways to minimize
resistance and increase the motivation:
•Education and persuasion
•Involvement
•Facilitation and support
•Negotiation
•Manipulation and cooption
•Explicit and implicit coercion
•Goal setting
Motivating people to change
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

9. Expectancy theory and the motivation to
support or resist change
Motivation is influenced by
expectations about the future and
about the attractiveness or value of
anticipated outcomes.
9
© PhotoDisc/Getty Images/Stephen F Hayes
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

10. Effort Performance
EFFORT TO
PERFORMANCE
EXPECTANCY
Stakeholders consider whether
they expect to obtain valued
outcomes if they produce a
satisfactory level of performance
Outcomes
PERFORMANCE
TO OUTCOME
EXPECTANCY
Stakeholders consider whether they
expect to produce a satisfactory
level of performance if they invest
effort to achieve this
The expectancy model of motivation
10
© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.

11. Equity of treatment
Stakeholders expectations about the outcomes others will
receive can affect their assessment of the value of the
outcomes they expect to receive.
11© John Hayes (2014), The Theory and Practice of Change Management, 4th ed.