Fluent Essays

Power Dynamics and Change Management Plans )Not all changes are positive nor well received. Change agents need to explore how various factors can impact the change initiative and must recognize the impact that certain changes have on individuals, teams, and organizations as a whole. Due to economic turbulence, and the impact of external factors, many organizations have needed to make tough decisions throughout the past two years. Globally, we have seen companies make changes that are positive, in order to remain afloat, and also changes that have resulted in scrutiny, loss of productivity, etc.Consider the following scenario:Throughout 2019, until the onset of the pandemic, a large national clothing brand was performing the best it had in 20 years. Unfortunately, when COVID-19 hit, many consumers were unwilling to visit local shopping malls, which resulted in massive profit losses. The large clothing brand was no exception to this phenomenon. The majority of individuals who shop at this retailer are 45 years of age and older and have no desire to frequent the mall anytime soon.As an external change agent for this organization, you have been asked to sit with members of the C-suite (i.e., the Chief Executive Officer, the Chief Financial Officer, the Chief Human Resource Officer, the Chief Operating Officer, and the Chief Technological Officer) and discuss the proposed change initiative. Specifically, leadership is proposing that 25\% of all retail locations are closed within the next six months and that the retail organization focuses on enhancing its ePlatform, thereby resulting in increased online sales.After meeting with members of the C-suite, you were asked to meet with 10 senior-level employees. These employees expressed their concerns and frustration about the rumors that the company was shutting down select retail locations.Using Table 6.3, explain the consequences that might occur if the decision to shut down 25\% of stores occurs. Specifically, explain likely concerns that employees will express. Then, justify the impact associated with closing 25\% of stores in terms of the organization’s reputation. Finally, given the fact that the organization may experience pushback from the workforce, when shutting down 25\% of stores, is it possible to please C-Suite leaders and senior employees? If so, how? If not, why? Explain and justify your rationale.Your well-written paper should meet the following requirements: Be 4-5 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.  Use  APA style guidelines. Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles. It is strongly encouraged that you submit all assignments into the Turnitin Originality Check prior to submitting it to your instructor for grading. If you are unsure how to submit an assignment into the Originality Check tool, review the Turnitin Originality Check – Student Guide for step-by-step instructions.   Required: Chapter 6 in Organizational Change: An Action-Oriented Toolkit Chapter 7 in Organizational Change: An Action-Oriented Toolkit Sava, I. (2020). Change management and organizational culture. Gaps to be bridged in bureaucratic organizations. Journal of Defense Resources Management, 11(2), 40-59.  Schmiedel, T., Müller, O., & vom Brocke, J. (2019). Topic modeling as a strategy of inquiry in organizational research: A tutorial with an application example on organizational culture. Organizational Research Methods, 22(4), 941. Chapter 6: Navigating Organizational Politics and Culture Chapter Overview Change leaders need to understand the informal components of organizations—culture and power Understanding the cultural and power dynamics in an organization is critical to a successful change Force Field Analysis and Stakeholder Analysis are two key tools to analyze the informal organizational system and how to change it Change leaders need to know themselves. They are both stakeholder and key actors in the process .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 The Change Path Model Navigating Organizational Politics and Culture Power Dynamics Perception of change and the change equation Force field analysis Stakeholder analysis .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 3 3 Awakening Chapter 4 Acceleration Chapter 9 Institutionalization Chapter 10 Mobilization Chapters 5 through 8 Power Dynamics: Sources of Individual Power Position or authority power Network power Knowledge power Expert power Information power Personality power .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 4 Power Dynamics: Other Sources of Power Ability to cope with and absorb environmental uncertainty Low Substitutability What you have to offer is scarce and not easy substituted for Centrality to decision making, resources critical to strategy or survival, or to work that others rely on .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 5 Resource, Process & Meaning Power Resource Power The access to valued resources in an organization Process Power The control over formal decision making arenas and agendas Meaning Power The ability to define the meaning of things. Thus, the meaning of symbols and rituals and the use of language provide meaning power .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 Usage Frequency of Different Power Tactics When Managers Influence Superiors When Managers Influence Subordinates Most Popular Tactic Least Popular Tactic Using & Giving Reasons Using & Giving Reasons Developing Coalitions Being Assertive Friendliness Friendliness Bargaining Developing Coalitions Being Assertive Bargaining Referring to Higher Authority Referring to Higher Authority Applying Sanctions .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 7 Toolkit Exercise 6.2 Assessing Your Power What sources of power are you comfortable with and which do you have access to? Consider a particular context that you regularly find yourself in. What could you do to increase the power you have available? What types of power are involved? How do the key players, structures, and systems in the particular context influence the types and amount of power available to you? How could you change this? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 8 Toolkit Exercise 6.2 Where Does Power Lie in Your Organization? Pick an organization you know well: What factors lead to power? Which departments carry more weight? What behaviors are associated with having power? Think of a change situation it faced. What types of power were at play? In Hardy’s terms, who controlled resources? Who had process power? Meaning power? Who had “yea-saying” and “nay-saying” power? On what issues? If you examine Table 6.1 in the book, what types of power were used most often? What types are you most comfortable using when you are attempting to influence others? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 When Does Change Occur? Change Occurs When: Perceived Benefits of Change Perceived Cost of Change .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 Modified Change Equation 11 Perception of Dissatisfaction with the Status Quo Perception of the Benefits of Change Perception of the Probability of Success Perceived Cost of Change Change Occurs When: .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. Reactions to Change People react to change for many reasons Don’t equate support with friends and resistance with enemies It may be ambivalence and not resistance you’re seeing People experience ambivalence and/or resist for many reasons. Listen carefully so you can learn and refine initiatives Don’t be blind to learning opportunities to refine analysis, avoid problems areas, and strengthen initiatives The prospects of moving someone from resistance to support increase when they feel their concerns and insights have been understood and received .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 12 Resistance to Change Resistance to change is normal and there are often good reasons for it Don’t assume resistance is “bad” or “negative”. It might be helpful Resistance usually contains information that is useful—people have reasons that they resist change .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 13 Reasons for Resistance Self-interest Misunderstanding and lack of trust Different assessments of the consequences Low tolerance for change .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 14 Organizational / Individual Consequences & Support for Change Perceived Impact of the Change on the Organization Perceived Impact of the Change on the Individual Direction of Support of the Change Positive Positive Strong support for change Positive Negative Indeterminate, with possible resistance Neutral Positive Support for change Neutral Negative Resistance to change Negative Positive Indeterminate support for change Negative Negative Strong resistance to change .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 Perceived Impact of Change Consider the impact of a change on an organization you know and consider the impact on the individuals concerned. Were the impacts on the organization and affected individuals both positive? Were they perceived that way? What were the perceived costs of change? Were the perceptions accurate? How could they be influenced? What were the perceived benefits? What was the probability of achieving these benefits? Were people dissatisfied with the present state? What were the costs of not changing? Were significant costs incurred prior to gaining benefits? Why did they take the risk (incurring definite costs but indefinite benefits)? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 16 Force Field Analysis Desired State Current State Restraining Forces Driving Forces .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 17 Forces For and Against Change No change Strong Strong Weak Weak R E S I S T A N C E F O R C E S CHANGE FORCE No Change Sporadic Change Discontinuous Change (Breakpoints) Continuous Change Status Quo Dominates Change Dominates .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 Stakeholder Analysis A stakeholder is… Anyone who is influenced or could influence the change you wish to make happen. A stakeholder analysis is… The process of understanding of the motives, power base, alliances, goals, etc. of all crucial stakeholders. .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 Stakeholder Analysis (cont.) Who are the stakeholders? What do they want? Do they support you? Why? Why not? What prevents them from supporting you? Who influences these stakeholders? Can you influence the influencers? Can stakeholders be co-opted or involved in a positive way? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 Stakeholder Management: Savage et al. High High Low Low Stakeholder Potential Threat Stakeholder Potential For Cooperation Mixed Blessing: Collaborate Supportive: Involved Non-Supportive: Defend Marginal: Monitor .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 Stakeholder Map Stakeholder # 1 (issues, needs, etc.) Stakeholder # 2 (issues, needs, etc.) Stakeholder # 3 (issues, needs, etc.) Stakeholder # 4 (issues, needs, etc.) Stakeholder # 5 (issues, needs, etc.) Stakeholder # 6 (issues, needs, etc.) Stakeholder # 7 Stakeholder # 8 Change Agent .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 22 22 Stakeholder Roles in Networks Central Connectors People who link most people in an informal network with each other Boundary Spanners Who connect an informal network with other parts of the organization or other organizations Information Brokers Who join the different sub-groups together (and prevent fragmentation) Peripheral Specialists Who have specialized expertise (and need freedom from connections to maintain that expertise) .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 23 Dimensions of Networks Source of information Inside or outside of the functional area Social restrictions Tenure, hierarchy, and location determining the network Source of connections Planned interactions or happenstance hallway encounters Quality of the connections Relationship quality (short vs. long term, level of trust and confidence in the information, etc.) .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 24 Stages in the Change Process .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 25 Initial Awareness Interested in the Change Wanting the Change to Happen Ready to Take Action General Orientation Towards Change Innovators Early Adopters Early Majority Late Majority Late Adopters Non-adopters Similar to consumer adaptation profiles in marketing, except you are urging the adoption of a change, not a product or service .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 26 Type of Commitment Exhibited Opposed to the change Let it happen Help it happen Make it happen .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 27 Managing the Strategic Consensus High Understanding of the Change Low Understanding of the Change High, Positive Commitment to the Change Strong Consensus Blind Devotion Low, Positive Commitment to the Change Informed Sceptics Weak Consensus Negative Commitment to the Change Informed Opponents Fanatical Opponents .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 28 Analysis of the Stakeholders’ Readiness to Take Action Jones Smith Douglas Green Etc. Stakeholder’s Name Aware Interested Desiring Change Taking Action Predisposition to Change: innovator, early adopter, early majority, late majority, laggard Current Commitment Profile: resistant, ambivalent, neutral, supportive or committed .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 29 Toolkit Exercise 6.3 Force Field Analysis Consider an organization change situation you are familiar with: What are the forces for change? Who is championing the change? How strong and committed are these forces (Who will let it happen; who will help it happen; who will make it happen)? How could these forces be augmented or increased? What forces could be added to those that exist? What are the forces that oppose change? How could these forces be weakened or removed? What things might create major resentment in these forces? Can you identify any points of leverage you could employ to advance the change? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 30 Stakeholder Analysis Checklist Who are the key stakeholders? Is there a formal decision-maker with authority to authorize or deny the change project? What are his/her attitudes to the project? What is the commitment profile of stakeholders? Do a commitment analysis for each stakeholder. Are they typically initiators, early adopters, early majority, late majority, or laggards when it comes to change? Why do stakeholders respond as they do? Does the reward system drive them to support or oppose your proposal? What consequences does your change have on each stakeholder? Do the stakeholders perceive these as positive, neutral or negative? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 Stakeholder Analysis Checklist (cont.) What would change the stakeholders’ views? Can the reward system be altered? Would information or education help? Who influences the stakeholders? Can you influence the influencers? How might this help? What coalitions might be formed amongst stakeholders? What alliances might you form? What ones might form to prevent the change you wish? By altering your position, can you keep the essentials of your change and yet satisfy some of the needs of those opposing change? Can you appeal to higher order values and/or goals which will make others view their opposition to the change as petty or selfish? .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 32 Summary Change agents need to understand the power structures and people in their organization—much of which may be informal and emergent in nature Ambivalence to change is a natural reaction. Resistance to change is likely (but not inevitable) and there is potential to use ambivalence and resistance in a positive way. People react to change for good reasons and change agents need to know those reasons. Force field analysis helps plot the major structural, system and people forces at work in the situation and to anticipate ways to alter these forces. Stakeholder analysis helps us understand the interactions between key individuals and the relationships and power dynamics that underpin the web of relationships .Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 33 Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Chapter Overview This chapter deals with those on the receiving end of change View recipients as stakeholders and revisit assumptions and approaches to ambivalence and resistance if or when it occurs Changes that alter people’s sense of their psychological contract need to be approached with care When disruptive change occurs, recipient stakeholders go through a predictable series of reactions to change Recipients often respond emotionally to change and their view of change are influenced by their personalities, experiences, their peers, and by the change leaders The present-day challenge is to make change the norm and encourage recipients to be change leaders and implementers Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 2 The Change Path Model Recipients and Internal Stakeholders Responses to change: +ve, ambivalence, and –ve Psychological contract Stages of reaction to change Impact of personality, experience on change Managing forward with recipients and internal stakeholders Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 3 Awakening Chapter 4 Acceleration Chapter 9 Institutionalization Chapter 10 Mobilization Chapters 5 through 8 Recipients Reactions vary from positive to negative, and ambivalence often comes first Recipients do not always react negatively—it depends on how they perceive the change Recipients will have questions and concerns, as they attempt to make sense of the change Resistance is not inevitable—listen, work to understand and respond in ways that build understanding and support Do this early and often—don’t wait for ambivalence to become resistance Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 4 Channeling Feelings for the Change Channel energy in positive ways, not letting enthusiasm overwhelm legitimate concerns Recognize mixed feelings and seek to understand them Use respected, positively oriented individuals in positions of influence concerning the change Pace the change. Remember that going too slow can lose enthusiastic support and going too fast will choke those who are doubtful. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 5 Ambivalence to Change Is No Surprise Mixed feelings are common as recipients try to make sense of the change Ambivalence generates discomfort as they seek to resolve a multitude of issues about the change: People find it easier to voice concerns about conflicting beliefs than about conflicting emotions Once they resolve their ambivalence, feelings solidify and subsequent change to attitudes become more difficult to change again Invest the time needed at the front end of the change to respond to ambivalence positively—or prepare to face a more difficult task later, when it turns to resistance Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 Responding to Mixed Feelings About the Change Focus on helping people make sense of the proposed organizational change Listen for information that may be helpful in achieving the change Constructively reconcile their ambivalence Sort out what actions are now needed Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 7 Common Causes of Negative Reactions Negative consequences perceived to outweigh the benefits Flawed communication process Concern that the change has been ill conceived Lack of experience with change or locked into old habits Prior negative experience with a similar change Prior negative experience with those advocating change The negative reactions of others that recipients trust and/or with whom they will have to work in the future The change process seen to lack procedural or distributive justice and breaching their “contract” Fear that they lack skills they’ll need to perform well Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 8 8 Perceptions of Fairness & Justice Perceptions of Fairness & Justice Will influence how recipients view and react to the change Procedural Justice Was the process managed in a fair and equitable way? Distributive Justice Was the end decision a fair one? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 Is It Resistance... or Is Something Else Going On? We often misinterpret impediments to change as caused by resistant recipients Impediments are much more likely to come from problems related to the misalignment of structures and systems than from individuals engaged in resistance Blaming individuals rather than addressing misaligned structures and systems will worsen the situation Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 Managers as Recipients Recipients of change are not just those in front-line roles Supervisors, middle, and even senior managers are often recipients of the organizational change Managers often try to manage up, down, and laterally to cope with change; they try to shape it and deal with implementation on their own terms Coping with change while trying to link, influence, and implement is difficult If you are a change recipient in these middle roles, be aware of how this can affect your judgment Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 11 11 Toolkit Exercise 7.3 Personal Reactions to Change Think about times when you have been a recipient of change: What was the change and how was it introduced? What was the impact on you? What was your initial reaction? Did your attitudes change over time? Why or why not? Was there a pattern to your response? Under what circumstances did you support the change? When did you resist? What can you generalize from your reactions? If you experienced ambivalence, how did you resolve it and what happened to your attitudes toward the change? Have your experiences with change been largely positive, negative, or mixed? Have they colored your expectations about the future? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 12 Psychological Contract The psychological contract represents the sum of the implicit and explicit agreements we believe we have with our organization It defines our perceptions of the terms of our employment relationship and includes our expectations for ourselves and for the organization, including organizational norms, rights, rewards, and obligations Changes often disrupt recipients’ psychological contracts When unilateral changes are made to psychological contracts, negative reactions can be expected Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 13 Toolkit Exercise 7.5—Disruption of the Psychological Contract Think about a change initiative that you are aware of: What was the psychological contract? How did the change disrupt the psychological contract? What were the reactions to these disruptions to the contract? What steps could have reduced the negative effects stemming from the disruption? How should a new psychological contract have been developed with affected individuals? If you were a recipient, what steps could you take to better manage your way through the development of a new contract? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 14 Stages of Reaction to Change Before the Change During the Change After the Change Anticipation & Anxiety Phase Shock, Denial, & Retreat Phase Acceptance Phase Issues: Coping with uncertainty and rumors Pre-change Anxiety Issues: Coping with the announcement and associated fallout, reacting to the new “reality” Shock Defensive Retreat Bargaining Depression, Guilt, and/or Alienation Issues: Putting effects of change behind you, acknowledging the change, achieving closure, and moving on to new beginnings— adaptation and change Acknowledgment Adaptation & Change Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 In the Midst of Change, Change Is About... Ambiguity Risk Denial Anger Fear Resentment Excitement Exploration Determination & Commitment Tension Satisfaction Pride Lots of Other Potentially Conflicting Emotions Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 16 Toolkit Exercise 7.4—Your Normal Reaction to Innovation & Change When you find yourself dealing with matters of innovation and change, how do you typically react? Do you fall into the category of innovator or early adopter? Or do you generally fit into the early majority category? If the experiences of early adopters are positive, you take the risk. Or are you in the category of the late majority? You wait until the innovation has been tried and tested by many before adopting. Or do you avoid adopting until the vast majority have done so? In other words are you a late adopter or even a non-adopter, until forced to do so? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 17 Recipient’s Past Experience with Change & Perceived Risk Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 Personality and the Change Experience Change Experience Little Some Frequent Chaos Individuals with High Tolerance for Ambiguity and Change Individuals with Low Tolerance for Ambiguity and Change Boredom Energized Negative Stress Effects Comfort Stress Discomfort Rises Severe Distress Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 Personality & Change PERFORMANCE Low AMOUNT OF CHANGE High High Need for Change Individuals Low Need for Change Individuals Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 20 What Is Your Tolerance for Change? What is your tolerance for change? What level of turbulence and ambiguity at work do you find most stimulating and satisfying? How do you react when the rate of change is likely to remain quite low? How do you react when the rate of change is moderate? What constitutes a moderate for you? Are your tolerance levels lower or higher than others you know? What price do you find you pay when the rate of turbulence and ambiguity exceed what you are comfortable with? Have you had to cope with prolonged periods of serious upheaval? Have these affected your acceptance of change? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 Influence of Coworkers on Change Recipients Coworkers and Work Teams will greatly influence Change Recipients’ views toward the organizational change. Coworkers who are trusted will have greater influence. Cohesive teams will tend to become more cohesive when threatened. Cohesive teams will be influential. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 22 How Trusted Peers Influence Recipients Opinions of Those Trusted by Recipients* Recipients Initial Attitude to the Change Possible Implication Positive Toward the Change Positive Toward the Change Very motivated to support Negative Toward the Change Initially opposed but may move to support due to new information from trusted others + peer pressure Negative Toward the Change Positive Toward the Change Support of the change may be weakened or silenced due to information offered by trusted peers + peer pressure Negative Toward the Change Opposition to the change is reinforced by the views of trusted peers * As the cohesion of coworkers increases, so too does their influence Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 23 Feelings About Change Leaders Matter How people react to change is also influenced by their perceptions of the change leader They are more likely to respond positively to the change if: they trust and respect these leaders they believe their perspectives and interests are recognized Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 24 Minimizing Cynicism Toward Change Meaningful engagement of recipients with decisions that affect them Emphasize and reward supervisors who foster two-way communications, good working relationships, and show consideration and respect for employees Timely, authentic communications—keep people informed and include honest appraisals of risks, costs, benefits, and consequences Keep surprises to a minimum via regular communications about changes, anticipating questions and concerns Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 25 Minimizing Cynicism Toward Change (cont..) Enhance credibility by: using credible spokespersons who are liked and trusted using positive messages that appeal to logic and consistency using multiple channels and repetition Acknowledge mistakes and make amends Publicize successful changes and progress Use 2-way communications to see change from employees’ perspective—this will aid planning & future communications Provide opportunities for employees to express feelings, receive validation and reassurance. Address their concerns Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 26 Toolkit Exercise 7.6—Leadership & Change Recipients Think of an example of change leadership: How was leadership exercised? Was the leader trusted? Did he/she deserve the trust given? What kind of power did the leader use? How were change messages conveyed? Were they believable? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 27 Toolkit Exercise 7.6—Leadership & Change Recipients (cont..) Did systems and processes support, or at minimum, not impair the change leader’s messages? Was there a sense of continuity between the past and anticipated future? How was this developed and communicated? Impact? What can you learn about the impact of the leader on people and stakeholders as a result of your responses to the above? What can you learn about the impact of organizational systems and processes on the people and stakeholders? Talk to others about their experiences. Can you generalize? In what way? What cannot be generalized? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 28 Strategies for Coping with Change Recipients’ Strategies Change Leaders’ Strategies Accepting Feelings as Natural Managing Stress Exercising Responsibility Rethinking Resistance Giving First Aid Creating Capability for Change Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 29 29 Strategies for Coping with Change (cont..) Recipients’ Strategies Change Leaders’ Strategies Accepting Feelings as Natural Self-permission to feel and mourn Taking time to work through feelings Tolerating ambiguity Rethinking Resistance As natural as self-protection As a positive step toward change As energy to work with As information critical to the change process Managing Stress Maintaining physical well-being Seeking information about the change Limiting extraneous stressors Taking regular breaks Seeking support Giving First Aid Accepting emotions Listening Providing safety Marking endings Providing resources and support Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 30 Strategies for Coping with Change (cont..) Recipients’ Strategies Change Leaders’ Strategies Exercising Responsibility Identifying options and gains Learning from losses Participating in the change Inventorying strengths Learning new skills Diversifying emotional investing Creating Capability for Change Making organizational support of risks clear Providing a continuing safety net Emphasizing continuities, gains of change Helping employees explore risks, options Suspending judgment Involving people in decision making Teamwork Providing opportunities for individual growth Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 Roles for Middle Managers Linking—with Above, Below, and Across Offering—as a Top, Bottom, and a Link Influence Up Championing Strategic Alternatives Synthesizing Information Influence Down Facilitating Adaptability Implementing Strategy Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 32 Working Through the Phases of Change Consider a significant and disruptive change situation. Can you identify the different phases of change? What phases are you aware of? Can you identify strategies that recipients used or could have used to help them work their way through the different phases? Can you identify strategies that change leaders used or could have used to help recipients work their way through the different phases? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 33 Working Through the Phases of Change (cont..) Aware Strategies Strategies Change Yes/No Recipients Can Use Leaders Can Use Pre-change Anxiety Shock Defensive Retreat Bargaining Depression, Guilt, and Alienation Acknowledgment Adaptation and Change Does the model hold? Why or why not? What other consequences of change can you identify? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 34 34 Closing Advice for Change Leaders Thinking About Recipients Avoid coercion as a change strategy, if at all possible Align systems & processes with the change— when not aligned they can send conflicting signals Reduce the intensity of change by making change the norm Work to increase your tolerance for change, become a change agent yourself, and avoid the recipient traps Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 35 Walking the Talk—Why? It’s all about trust and authenticity in the person’s competence and character! Trust in change leaders creates confidence in the proposed path Trust provides an environment for others to take risks Remember—every change is a risk! Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 36 Walking the Talk – How? Get out there—don’t hide! Act as if you’re always on display Communicate clearly the why, what, how, when & who of the change Talk about your personal responses to the changes It’s ok to be excited, uncertain, determined, frustrated, relieved Acknowledge missteps & mistakes—they will happen Be empathetic—actively support and coach others, show your willingness to listen and learn Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 37 Assessing Recipient Openness to Change Think of change you know of or are involved with. How are the recipients likely to rate the following factors? Score Past experience with change, particularly changes similar to that advocated Very -10 -5 0 +5 +10 Very ___ -ve +ve Normal rate of change that has been experienced by the organization Very Low -10 -5 0 +5 +10 Mod ___ or Very High High Recipients general predisposition to change as reflected in their personality Late -10 -5 0 +5 +10 Early ___ Adopter Adopter Recipients believe they understand nature of the change and the reasons for it Low -10 -5 0 +5 +10 High ___ Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 38 Assessing Recipient Openness to Change (cont..) Score Recipient’s personal belief about the need for this particular change Very -10 -5 0 +5 +10 Very ___ -ve +ve (a) Reactions of coworkers to the change (b) Strength of coworker relations (norms) Very -10 -5 0 +5 +10 Very -ve +ve Multiply #6a by #6b Weak 0.1 0.3 0.5 0.7 1.0 Strong ___ Leader credibility Low -10 -5 0 +5 +10 High ___ Leader gains compliance through fear versus gains commitment through understanding & empathy Fear -10 -5 0 +5 +10 Support ___ Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 39 Assessing Recipient Openness to Change (cont..) Score Organizational credibility (i.e., will it follow through on commitments related to change) Low -10 -5 0 +5 +10 High ___ Congruence of systems and processes with the proposed change (or confidence that they will be brought into congruence) Very -10 -5 0 +5 +10 Very ___ Incongruent Congruent Predisposition to Change Index: Scores can range from -100 to +100 Overall Score ___ Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 40 Summary This chapter deals with how recipients respond to change. Resistance isn’t inevitable —don’t assume as much Ambivalence often precedes resistance & influence is easier at this point Understand reasons for resistance & put knowledge to work (e.g., the impact of change on the psychological contract) Factors affecting how recipients view change & their change reaction to disruptive change are discussed The chapter considers how recipients & change leaders can better manage the process & minimize the negative effects Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 41 Degree of Perceived Risk Associated with the Particular Change HighLowLong Period of Minimal ChangeModerate Rates of ChangeProlonged Periods of Upheaval or Extreme Change Normal Rate of Change in the Organization Degree of Perceived Risk Associated with the Particular Change High Low Long Period of Minimal Change Moderate Rates of Change Prolonged Periods of Upheaval or Extreme Change Normal Rate of Change in the Organization