Unit 6 (P 45): Organizational Change: Resistance, overcoming resistance, ; implementing and monitoring change

Resistance to Change: 

Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Resistance may take many forms, including active or passive, overt or covert, individual or organized, aggressive or timid.

1. Sources of Individual Resistance to Change
• HABIT As human beings, we're creatures of habit. Life is complex enough; we don't need to consider the full range of options for the hundreds of decisions we have to make every day. To cope with this complexity, we all rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance. So when your department is moved to a new office building across town, it means you're likely to have to change many habits: waking up ten minutes earlier, taking a new set of streets to work, finding a new parking place, adjusting to the new office layout, developing a new lunchtime routine, and so on.
• SECURITY People with a high need for security are likely to resist change because it threatens their feeling of safety. When General Dynamics announces personnel cutbacks or Ford introduces new robotic equipment, many employees at these firms may fear that their jobs are in jeopardy.
• ECONOMIC FACTORS Another source of individual resistance is concern that changes will lower one's income. Changes in job tasks or established work routines also can arouse economic fears if people are concerned that they won't be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity.
• FEAR OF THE UNKNOWN Changes substitute ambiguity and uncertainty for the known. If, for example, the introduction of word processors means that departmental secretaries will have to learn to operate these new pieces of equipment, some of the secretaries may fear that they will be unable to do so. They may, therefore, develop a negative attitude toward working with word processors or behave dysfunctionally if required to use them.
• SELECTIVE INFORMATION PROCESSING Individuals shape their world through their perceptions. Once they have created this world, it resists change. So individuals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear. They ignore information that challenges the world that they've created. To return to the secretaries who are faced with the introduction of word processors, they may ignore the arguments that their bosses make in explaining why the new equipment has been purchased or the potential benefits that the change will provide them.
2. Sources of Organizational Resistance to Change
• STRUCTURAL INERTIA Organizations have built-in mechanisms to produce stability. For example, the selection process systematically selects certain people in and certain people out. Training and other socialization techniques reinforce specific role requirements and skills. Formalization provides job descriptions, rules, and procedures for employees to follow. The people who are hired into an organization are chosen for fit; they are then shaped and directed to behave in certain ways. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability.
• LIMITED FOCUS OF CHANGE Organizations are made up of a number of interdependent subsystems. You can't change one without affecting the others. For example, if management changes the technological processes without simultaneously modifying the organization's structure to match, the change in technology is not likely to be accepted. So limited changes in subsystems tend to get nullified by the larger system.
• GROUP INERTIA Even if individuals want to change their behavior, group norms may act as a constraint. An individual union member, for instance, may be willing to accept changes in his job suggested by management. But if union norms dictate resisting any unilateral change made by management, he's likely to resist.
• THREAT TO EXPERTISE Changes in organizational patterns may threaten the expertise of specialized groups. The introduction of decentralized personal computers, which allow managers to gain access to information directly from a company's mainframe, is an example of a change that was strongly resisted by many information systems departments in the early 1980s. Why? Because decentralized end-user computing was a threat to the specialized skills held by those in the centralized information systems departments.
• THREAT TO ESTABLISHED POWER RELATIONSHIPS Any redistribution of decision-making authority can threaten long-established power relationships within the organization. The introduction of participative decision making or self-managed work teams is the kind of change that is often seen as threatening by supervisors and middle managers.
• THREAT TO ESTABLISHED RESOURCE ALLOCATIONS Those groups in the organization that control sizable resources often see change as a threat. They tend to be content with the way things are. Will the change, for instance, mean a reduction in their budgets or a cut in their staff size? Those that most benefit from the current allocation of resources often feel threatened by changes that may affect future allocations.

Overcoming Resistance to Change:

1. Education & Communication: educate people about a change before it is implemented; help them understand the logic behind the change.
2. Participation & Involvement: allow people to help design and implement the changes (e.g., ideas, task forces, committees).
3. Facilitation & Support: provide help (emotional & material resources) for people having trouble adjusting to the change.
4. Negotiation & Agreement: offers incentives to those who resist change.
5. Manipulation & Cooptation: attempts to influence others.
6. Explicit & Implicit Coercion: use of authority to get people to accept change.

Implementing and monitoring the change process

1. Establish the reason for change
2. Form a team
3. Create new vision for change
4. Empower subordinates
5. Communicate information
6. Consolidate improvement
7. Reinforce the changes
8. Make provision of reward

Approaches to Managing Organizational Change

1. Lewin’s Three Step Model

 This model states that organizational change involves a move from one static state via a progressional shift, to another static state. The model, also known as Unfreeze-Change-Refreeze, comprises a three-stage process of 1) unfreezing, 2) changing and 3) re-freezing.

Stage 1: Unfreeze

This stage involves creating the right conditions for change to occur. By resisting change, people often attach a sense of identity to their environment. In this state, alternatives, even beneficial ones, will initially cause discomfort. The challenge is to move people from this 'frozen' state to a 'change ready' or 'unfrozen' state.

Unfreezing can be done in three ways:

-by increasing driving force

-by decreasing restraining forces

-by combining both methods

Stage 2: Transition

The transitional 'journey' is central to Lewin's model and at the psychological level it is typically a period of confusion. People are aware that the old ways are being challenged, but there is no clear understanding of the new ways which will replace them. As roles change, a reduced state of efficiency is created, where goals are significantly lowered. Good leadership is important, and coaching, counseling or psychological support may be needed. The end goal of this stage is to get people to the 'unfrozen' state and keep them there.

Stage 3: Refreeze

The end goal of the model is to achieve a 'refreeze', re-establishing a new place of stability and elevate comfort levels by reconnecting people back into their safe, familiar environment. Refreezing takes people from a period of low productivity in the transitional state to a stable and productive state.

  2. Action Research: 

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate. action research is “learning by doing” - a group of people identify a problem, do something to resolve it, see how successful their efforts were, and if not satisfied, try again.

Process Steps in action research:

1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation

Action research benefits:

• Problem-focused rather than solution-centered.
• Heavy employee involvement reduces resistance to change.