The Real Reason People Won’t Change be waheed.pptx

Why people won't change in the organization.

1. Presented by Waheed A hmed The Real Reason People Won’t Change

2. INTRODUCTION TO THE ARTICLE This is the master piece of HBR on change management based on psychological research Two writers Robert Kegan and Lisa Lahey have done fantastic job on employees behavior towards their jobs , tasks , org . They talked about Competing Commitment which is psychological dynamic

3. MANAGERS MUST UNDERSTAND How competing commitment works How it can be overcome Without understanding this psychological dynamic managers can’t do any thing about change resistance In this psychological dynamic research writers have explored why people don’t want to change

4. TWO DIMENTIONAL STUDY 1 st is thoroughly study of the article Understanding the article purpose of the article 2 nd Learning point of view what we can learn from this article practical implementation of the theme

5. THE REAL REASON PEOPLE WON’T CHANGE People made some assumptions and on the behalf of the assumptions they don’t want to bring change It is a big task , try to change people who just wont change Especially skilled, smart, deeply committed with the org Intentionally they caught in competing commitment Subconsciously they caught in hidden goal

6. CONFLICTS Stated John was a big beliver in open communication Real Yet his caustic sense of humor consistently kept colleagues at a distance.

7. CONFLICTS He valued close working relationship . He wanted to move up in org. He readly agreed that he needed to change his style. But his personal style was holding him back But time after time he reverted to his old pettern

8. JOHAN’S ASSUMPTIONS Johan believed that if he became too well integrated with the team It would threaten his sense of loyalty to his own racial group If he closed to his team becoming one of them He betraying his family and friends When people gathered to support and help him He teared down their support and returning him self to the margin

9. HELEN’S ASSUMPTIONS She showed a genuine commitment to making the project success But after three weeks she discovered that she still had not launched the team on project

10. Why was Hellen unable to change her behaviour She throughly wanted to succeed She had an accompanying, acknowledgement commitment to maintaing a subordinate position in relation to the boss At a deep level Helen was conserd if he succed in her new roll she would become more a peer than a subordinate. Actually she was uncertain that boss will accept her as apeer

11. Hellen don’t want promotion(Change) Because she made some assumptions about herself or about others. She considered that she could not compete her tasks She don’t want upsetting her relationship with her boss by leaving the mantee roll. She assumped that her boss will not support if she move up ward becoming his peer

12. Diagnosing immunity to change Competing commitmnts distress to the boss Competing commitments frustrating to the employees. Discovering the competing commitments offors hope for accomplishing the primary stated goals.

13. Three Stage Process First Step: Managers guide employees through a set of questions designed to uncover competing commitments. Second step: Employees examine these commitments to determin the underlying assumptions at their own care. Final Step: Employees start the process of changing their behaviour .

14. Uncovering Competing Commitments People keep their competing commitments well hidden and you can draw them out by asking some questions. Q.NO. 1: What would you like to see changed at work, so that you could be more effective and work would be more satisfying? Ans. Is nearly in a complaint form e.g. Negatie behave of Managers, Unproductive tone, people complain about the things they care about.

15. Q.No.2: What commitments does your complaint imply? Ans. Every person may have some different kind of compaint . Tom: Softly said “My subordinates keep me out of the loope on important development in y project.

16. Q.No.3: What are you doing or not doing, that is keeping your commitment from being more fully realized? Ans. In this condition you are doing some thing which you keep out of informed from ral conition . e.g. Tom can not lisent bad news and Mary acknowledged she didn’t delegate much and didn’t release all the information for decision making.

17. Examining the big Assumption Big assumption reflect the human manner in which we invent or shap picture of the world and then thake our inventions for reality. People rarely realize they hold big assumptions because simply they accept them as reality. Big Assumptions Shape the reality. e.g. John’s Big Assumption “I assume that if I develop unambivalent relationship with my white coworkers, I will sacrifice my racial identity and alienate my own community”