Brown Eaod8 PPT 06

Chapter 6
Overcoming Resistance to
Change
An Experiential Approach to Organization Development 8 th edition

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 6
Slide 1
Change and Reinvent (part 2 of 2)

Organizations need capacity to adapt
quickly.
People focus of most serious
challenges.
Large scale changes incur significant
problems and challenges.

Chapter 6
Slide 2
Changes on Personal Level

Set patterns of behavior.
Defined relationships with others.
Work procedures and job skills.

Chapter 6
Slide 3
Changes on Organizational
Level
Policies.
Procedures.
Organization structures.
Manufacturing processes.
Work flows.

Chapter 6
Slide 4
Life Cycle of Resistance to

Change (part 1 of 5)
Response to change tends to move
through 5 phases:
Phase 1: Change Introduced.
Only few people who see need for change.
Resistance appears massive.

Chapter 6
Slide 5

Phase 2: Forces Identified.
Forces for and against change identified.
Change more thoroughly understood.
Novelty of change tends to disappear.

Chapter 6
Slide 6

Phase 3: Direct Conflict.
Direct conflict and showdown between
forces.
This phase probably means life or death to
change.

Chapter 6
Slide 7

Phase 4.
Remaining resistance seen as stubborn.
Possibility resisters will mobilize to shift
balance of power.

Chapter 6
Slide 8

Phase 5.
Resisters to change are as few and as

alienated as were advocates in first
phase.

Chapter 6
Slide 9
Leading Change: Major Factors

Affecting Success of Change
Advocates of
change.
Degree of
change.
Time frame.
Impact on
culture.
Evaluation of
change.

Chapter 6
Slide 10
Figure 6.1
Change Factors

Chapter 6
Slide 11
Advocates of Change
Person leading change often most
important force for change.
OD practitioners may be brought in to
assist.

Chapter 6
Slide 12
Degree of Change
Is change minor or major?
The greater the change, the more
difficult to implement.

Chapter 6
Slide 13
Time Frame
Greater chance of success if:
Change is gradual.
Longer time frame.
Some organizations only chance for

survival depends on:
Radical change.
Introduced swiftly.
Chapter 6
Slide 14
Impact on Culture
The greater the impact on existing
culture:
The greater the resistance and
The more difficult it is to implement
change.

Chapter 6
Slide 15
Evaluation on Culture
Standards of performance developed.
Designed to measure:
Degree of change and
Impact on organization.

Chapter 6
Slide 16
A Change Model (part 1 of 5)

Two major considerations in
organizational change are:
Degree of change.
Impact on organizations culture.

Chapter 6
Slide 17
Figure 6.2
Change Model

Chapter 6
Slide 18
Change Model (part 2 of 5)

Quadrant 1
Minor change, low impact on culture.
Resistance at lowest level.
Success most probable.

Chapter 6
Slide 19

Quadrant 2
Minor change, high impact on culture.
Some resistance can be expected.

Chapter 6
Slide 20

Quadrant 3
Major change, high impact on culture.
Some resistance likely.
Good management can probably
overcome resistance.

Chapter 6
Slide 21

Quadrant 4
Major change, high impact on culture.
Greatest resistance can be predicted.
Probability of success low.

Chapter 6
Slide 22
Driving Forces Toward

Acceptance of Change
Driving forces:
Anything that increases organization to
implement change.
Vary in intensity depending on situation.

Chapter 6
Slide 23
Driving Forces for Change

(part 1 of 5)
Dissatisfaction with present situation.

External pressures toward change.
Momentum toward change.
Motivation by management.

Chapter 6
Slide 24

(part 2 of 5)
Dissatisfaction with present situation.

Intense dissatisfaction with present
situation provides motivation.
Some members are aware of need for
improvement.
Being average not good enough.
Stockholder demands for change.

Chapter 6
Slide 25

(part 3 of 5)
External pressures toward change.

Forces outside of organization (example:
market conditions).
New technologies and methods
implemented to remain competitive.
New legal requirements.

Chapter 6
Slide 26

(part 4 of 5)
Momentum toward change.

Once change underway, forces push it
along.
Those involved tend to become committed.
Money previously already spent on change
provides motivation.
Change in one part of organization may set
off chain reaction.
Chapter 6
Slide 27

(part 5 of 5)
Motivation by management.
Manager or advocate of change becomes
motivating force.
Top managements encouragement can
motivate change.

Chapter 6
Slide 28
Restraining Forces Blocking

Uncertainty regarding change.

Fear of unknown.
Disruption of routine.
Loss of benefits.
Threat to security.
Chapter 6
Slide 29
Restraining Forces Blocking

Threat to position power.

Redistribution of power.
Disturb existing social networks.
Conformity to norms and culture.

Chapter 6
Slide 30
Driving Forces & Restraining

Forces Act in Tandem
Effective change programs:
Increase driving forces.
Decrease restraining forces.
Force-field analysis model useful to

view driving and restraining forces.

Chapter 6
Slide 31
Strategies to Increase
Motivation (part 1 of 2)
Climate conducive to change.

Clearly articulated vision.
Effective communications.
Leadership of managers.

Chapter 6
Slide 32
Strategies to Increase
Motivation (part 2 of 2)
Participation of members.
Reward systems.
Negotiation, agreement, and politics.
Power strategies.

Chapter 6
Slide 33
OD Application
Five Phases of
Resistance to Change
Change tends to move through a life
cycle.
Environmental movement over 40 years
illustrates phases.

Chapter 6
Slide 34
PHASE 1 Change Introduced.

Environmental movement began to grow in
1970s.
The forces for change were small.
PHASE 2 Forces Identified.

By 1980s forces for and against change
became organized.
PHASE 3 Direct Conflict.

Clean Air Act of 1990 brought opposing
groups into direct confrontation.
Chapter 6
Slide 35
PHASE 4 Residual Resistance.

Opposing groups continued to have
conflicts.
Resistance became less intense through
first decade of 2000s.
PHASE 5 Change Established.

World generally sees environmental
responsibility as a necessity.
Disagreements persist in how to implement
changes.

Chapter 6
Slide 36
OD Application
The World of Business
Globalization has occurred for hundreds
of years.
Recently experienced exponential
growth.

Chapter 6
Slide 37
Reasons for increase include:

Improvements in communications and
transportation.
More efficient global banking systems.
Surpluses in capital for some countries.
Worldwide lowering of trade barriers.

Chapter 6
Slide 38
Multinational companies (MNCs) based

all over the world.
MNCs emerging in larger numbers in
developing countries.
MNCs help create markets by

employing workers worldwide.
Trend for MNCs to blend into countries
and adapt local culture.

Chapter 6
Slide 39

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Chapter 6

An Experiential Approach to Organization Development 8 th edition

Change and Reinvent (part 2 of 2)

An Experiential Approach to Organization Development 8 th edition

Changes on Personal Level

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

Life Cycle of Resistance to

An Experiential Approach to Organization Development 8 th edition

Life Cycle of Resistance to

An Experiential Approach to Organization Development 8 th edition

Life Cycle of Resistance to

An Experiential Approach to Organization Development 8 th edition

Life Cycle of Resistance to

An Experiential Approach to Organization Development 8 th edition

Life Cycle of Resistance to

Resisters to change are as few and as

An Experiential Approach to Organization Development 8 th edition

Leading Change: Major Factors

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

Some organizations only chance for

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

A Change Model (part 1 of 5)

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition

Change Model (part 2 of 5)

An Experiential Approach to Organization Development 8 th edition

Change Model (part 3 of 5)

An Experiential Approach to Organization Development 8 th edition

Change Model (part 4 of 5)

An Experiential Approach to Organization Development 8 th edition

Change Model (part 5 of 5)

An Experiential Approach to Organization Development 8 th edition

Driving Forces Toward

An Experiential Approach to Organization Development 8 th edition

Driving Forces for Change

Dissatisfaction with present situation.

An Experiential Approach to Organization Development 8 th edition

Driving Forces for Change

Dissatisfaction with present situation.

An Experiential Approach to Organization Development 8 th edition

Driving Forces for Change

External pressures toward change.

An Experiential Approach to Organization Development 8 th edition

Driving Forces for Change

Momentum toward change.

Driving Forces for Change

An Experiential Approach to Organization Development 8 th edition

Restraining Forces Blocking

Uncertainty regarding change.

Restraining Forces Blocking

Threat to position power.

An Experiential Approach to Organization Development 8 th edition

Driving Forces & Restraining

Force-field analysis model useful to

An Experiential Approach to Organization Development 8 th edition

Climate conducive to change.

An Experiential Approach to Organization Development 8 th edition

An Experiential Approach to Organization Development 8 th edition