Final- Session 12 Flashcards Preview

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Flashcards in Final- Session 12 Deck (9)
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1

Reasons for Employee Resistance to Change

1. Direct costs: lose something of value
2. Saving face: the status quo is good
3. Fear of the unknown: uncertainty implies risk
4. Breaking routines: uncertainty implies risk
5. Incongruent team dynamics: norms contrary to the desired change
6. Incongruent organizational systems: systems reinforce status-quo

2

Lewin's Force Field Model

- Driving forces
• Push organizations toward change
• External forces or leader’s vision
- Restraining forces
• Resistance to change -- employee behaviors that
block the change process

Three stages of change:
1. Before change: Unfreezing
2. During change
3. After change: Re-freezing

3

Strategies for mitigating resistance to change

1. Communication
2. Learning
3. Involvement
4. Stress Management
5. Negotiations
6. Coercion

4

Communication

- Highest priority and first strategy for change
- Generates urgency to change
- Reduces uncertainty (fear of unknown)

5

Learning

- Provides new knowledge/skills
- Includes coaching and other forms of learning
- Helps break old routines and adopt new roles

6

Involvement

- Employees participate in change process
- The sense of ownership helps saving face and
reducing fear of unknown
- Includes task forces, future search events

7

Stress Management

- When communication, learning, and involvement are not enough to minimize stress
- Potential benefits
• More motivation to change
• Less fear of unknown

8

Negotiations

- Influence by exchange -- reduces direct costs
- May be necessary when people clearly lose something and won’t otherwise support change
- Problem
• Gains compliance, not commitment

9

Coercion

- When all else fails
- Assertive influence
- Radical form of “unlearning”
- Problems
• Reduces trust
• May create more subtle resistance