OD Module 5 - Power, Politicks and Change Flashcards
(35 cards)
Five Components of Individual Readiness
- Belief that change is necessary
- Belief that change is an appropriate response
- Perceived individual capability to implement
- Belief that resources will be provided
- Personal evaluation of costs and benefits
Five Components of Stakeholder Management
- Identify all stakeholders
- Establish what they expect to gain or lose
- Check their “track record” on response to change
- Use planned benefits to strengthen support
- Address concerns by reducing losses
Five ways in which resistance can be used productively (Ford & Ford, 2009)
- Encourage Dialogue
- Clarify the purpose
- Consider new possibilities
- Listen to the voices
- Deal with the past
What does “Encourage Dialogue” entail?
From Ford & Ford (2009) productive resistance
Keep the conversation alive - even with complaints - to increase awareness of the change ideas and allow those affected to think through the implications.
What does “Clarify the purpose” entail?
From Ford & Ford (2009) productive resistance
Ensure those affected understand why their roles have to change.
What does “Consider new possibilities” entail?
From Ford & Ford (2009) productive resistance
Assess and, if appropriate, accept the ideas of those who are resisting; the most outspoken are often closest to the operations affected, and they care about getting it right.
What does “Listen to the voices” entail?
From Ford & Ford (2009) productive resistance
Encourage participation and engagement; people want to be heard, and noting concerns can generate novel and valuable options.
What does “Deal with the past” entail?
From Ford & Ford (2009) productive resistance
Current responses to change can be based on previous failures, in which today’s managers were not involved; it may be necessary to resolve any “leftover” issues before going ahead with new plans.
The three damaging patterns of the acceleration trap
Bruch & Menges (2010)
- Overloading
- Multiloading
- Perpetual Loading
What is “Overloading”?
Bruch & Menges (2010) The Acceleration Trap
Staff are asked to do too much and have neither the time nor the resources to do it.
What is “Multiloading”?
Bruch & Menges (2010) The Acceleration Trap
Staff are asked to cover too many different kinds of activities, reducing the focus on what they do best.
What is “Perpetual Loading”?
Bruch & Menges (2010) The Acceleration Trap
The organization is operating close to capacity, denying staff any chance to escape or to “recharge”: “When is the economizing going to come to an end?”
6 Symptoms of Active Resistance
- Being Critical - Finding faults, Ridiculing, Arguing
- Appealing to fear - Starting rumors
- Using facts selectively - Distorting facts
- Blaming - Accusing, Intimidating, Threatening
- Manipulating - Sabotaging
- Blocking - Undermining
6 Symptoms of Passive Resistance
- Agreeing in person but not follow through
- Failing to implement change
- Procastinating
- Feigning ignorance
- Withholding information, suggestions, support
- Standing by and allowing change to fail
The four stages of Change Coping Cycle
Cynthia Scott & Dennis Jaffe (2006)
- Denial
- Resistance
- Exploration
- Commitment
Explain the Denial stage in the change coping cycle
Cynthia Scott & Dennis Jaffe (2006)
Refusal to recognize the situation: “this can’t be happening”, “it will all blow over”. The person is not receptive to new information and refuses to believe s/he needs to behave differently or is prepared to make only minor adjustments.
Explain the Resistance stage in the change coping cycle
Cynthia Scott & Dennis Jaffe (2006)
Recognition that the situation is real; the past is mourned; active and passive forms of resistance may appear. This can be seen as a positive stage, as the individual lets go of the past, and becomes confident in her or his ability to deal with the future.
Explain the Exploration stage in the change coping cycle
Cynthia Scott & Dennis Jaffe (2006)
Reenergizing and a willingness to explore the possibilities of the new situation
Explain the Commitment stage in the change coping cycle
Cynthia Scott & Dennis Jaffe (2006)
Focusing attention on new courses of action
How should you response to:
“I don’t want to”
(The block)
This is an authentic response, unambiguous, and easy to handle
Why? What is your concern?
How should you response to:
“Tell me exactly what you want me to do”
(The rollover)
This is ambiguous - may be a genuine request for information or passive resistance: “If you don’t tell me, I’m not responsible for the outcomes.”
Tell me what you need to know.
(I’m hesitant towards the outcomes of this answer to that question)
How should you response to:
“I’ll get on it first thing next week”
(The Stall)
This may reflect lack of awareness of urgency or indicate a desire to avoid complying.
Is there anything serious that would prevent you from starting tomorrow?
How should you response to:
“Wow, that’s a great deal!”
(The reverse)
This may be genuine, but resisters will say this to keep you happy with no intention of supporting
I’m pleased that you feel this way. What exactly can I count on you to deliver, and when?
How should you respond to:
“I think it would be better if this were implemented first in X division”
(The sidestep)
This could be correct, but resisters use this to shift the pressure to change onto somebody else.
I understand your concern, but we have other plans for X. What I spcifically want you to do is this.
