Motivation and

Resistance
CMOD – Week 5

PRESENTER:
Triggers of Change
▪What is the impact of the:
1. external factors (i.e. triggers of change)
2. internal factors (i.e. triggers of change)
on the motivation of employees?

▪ How do these factors impact the change process

from a people management perspective?
Can we do anything about change?

YOU CAN REACT TO THE HOWEVER, YOU CAN THIS IS LARGELY THE
TRIGGERS ALSO TRY TO PREDICT RESPONSIBILITY OF THE
TRENDS AND SENIOR MANAGEMENT
OPPORTUNITIES, AND BE TEAM
PROACTIVE
How to Manage Change (Lewin, 2012)
Some Common Reasons
Why Individuals Resist Change

Habit • We tend to respond to situations the way that we have done before

• We form perceptions based on our experience and background. For

Perception example, trade unions do not trust management

Inconvenience • If change is likely to be inconvenient, then we don’t want to bother

Fear of the • People may resist new technology or a new job because of this
Unknown
How People Experience Change
▪ Key Factors
– Other people’s change journeys are not the same as yours.
– Effective change leaders make time to understand and support others.

▪ Key Steps
– The Change Curve (Kubler-Ross).
– Bridges’ Three Phases of Transition:
I. Ending, losing, letting go.
II. The neutral zone.
III. The new beginning.
Change Curve (Kubler-Ross)

Integration
Morale/Performance

Denial Acceptance

Shock Anger

Experiment
(with the new way)
Depression

Time
Bridges’s Three Phases of Transition
(Bridges, 1991)

Chaos, confusion,
uncertainty …
etc.
Importance

Renewal,
integration … etc.

Fear, anger, shock, anxiety, blame,

resistance, resentment, skepticism …
etc. Time
Kubler-Ross + Bridges Model
Minimise danger of bad Start people on the
Your Prepare people for the
reactions, resistance path to acceptance and
Encourage commitment
Aims reality of change to the new way
and fear commitment to change

Ending, losing,
Letting go
The neutral zone:
uncertainty, creativity The new beginning

Allow people to test new

Communicate often, Celebrate successes,
Watch and listen: ideas, provide training
applaud the past but communicate widely and
everyone will be reacting and facilitation to
gain closure, focus on individually about what
Your rationale for new
differently, provide develop new ways of
has gone well, how the
Actions relevant support, working, set short-term
beginning, be clear new world is working,
communicate the next goals, allow others to
about what is ending embed into everyday
steps take responsibility and
and what is not work
be accountable
Fisher’s Personal Transition Curve
(Fisher, 2012)
ADKAR – Change Model
So, how do you get people to accept
change in business?

We tend to act without

thinking, and we often
get it wrong. People can What do you
associate change with
bad things – losing jobs, recommend we do?
more new work, skills
need to be updated.
Creating Optimum Conditions
Riches, 2013
Acknowledge Acknowledge that the past wasn’t bad.

Make Make sure you fully communicate WHY the change is needed.

Send Send consistent and many messages to staff in different ways and
on different occasions.

Model Model change.

Focus Focus on the emotional side of change.

Use Use reward and recognition to embed new patterns of behaviour.

Power vs. Interest Grid
Meet their needs Key player
Influence / Power of Stakeholders

• Engage and consult on the areas • Focus efforts on this group.

of interest. • Involve in governance /
• Try to increase level of interest. decision-making bodies.
• Aim to move into right hand box • Engage and consult regularly.
– what’s in it for them.

Least important Show consideration

• Make use of interest through
• Inform via general Power versus interest grid
involvement in low-risk areas.
communications, emails, adapted from Eden and
• Keep informed and consult on Ackermann (1998: 121-5,
website … etc.
interest areas. 344-6).
• Aim to move them into the right Source: Stakeholder
• Potential supporter / goodwill Analysis | BEST way to
hand box. ambassador. analyse
Stakeholders https://www.st
akeholdermap.com/stakehol
Interest of Stakeholders der-analysis.html
Vision and Communication
▪ Key Factors
 A compelling vision of the future is crucial; however, so is the ability to listen, to
feedback and to modify the vision if necessary.
 Communication is the most complained activity in relation to Change Management,
and it is usually in response to improper use of communication channels.

▪ Key Steps
 Communicate for commitment.
 Pitch it right (elevator pitch).
 Here’s what our change initiative is about…
 It’s important to do it, because…
 Here’s what success will look like, especially for you.
 Here’s what we need from you.
 Here’s what you can count on me/us.
 Change Management Commitment Curve
Involvement in
Private meetings with
Internalisation visioning, setting
resistors
Celebrating success
strategy

Away days to develop One-to-ones with Workshops on specific

Commitment 12-month plans reports issues
Degree of Support for Change

Training and learning

Acceptance activities
Sponsor ‘walkabouts’ ‘Grassroots’ meetings

Participation in
Engagement Open door sessions
planning sessions
Focus groups

Focus groups and

Understanding Team briefings
demonstrations
Helpdesk

Change Management
Open forums and Cascades delivered by Commitment Curve
Awareness conferences managers
Road shows and videos adapted from
Wannvong, Avoot
(2012)
Source:
Dear colleague Intranet news, displays,
Contact communications
Emails from people Newsletters
posters
https://www.slideshare.
net/DtoPlus/change-
management-12616126

Time
The Plan
▪ Key factors
 Forced, imposed or inflexible change plans are less
likely to succeed.
 There is a need for clear ultimate goals,
accountabilities and responsibilities; where there has
been opportunities to review, reflect and modify the
aims and plans.
▪ Key steps
 Have a strategy.
 Plan.
 Establish key accountabilities.
 Manage the change project.
Roles in Change
Sponsor
Key user/stakeholder representative(s)
Who is the most senior person or group Who is responsible for certifying that the changes have
responsible for approving actions and providing been successful?
support and resources?

Project manager
Who is responsible for checking progress and
keeping an overview of resources and activities?
Communications lead
Who is responsible for ensuring that communications
with all relevant stakeholders are maintained by, for
example, organising focus groups and linking together
the various work groups within a project or programme?

Specialist(s)
E.g. HR Manager: Responsible for advising on legal
and other requirements created by the change, and
that needs to be covered within the plan for the
change. Ensures that these requirements are met.
Methods for Dealing with Resistance to Change
(Kotter & Schlesinger, 2008)

Method Advantages Disadvantages When to use

Education and To overcome
Increases commitment Takes time
communication misunderstanding
Reduces fear;
Participation &
uses individual skills of Takes time Fear of the unknown
involvement
employees
Increases awareness Takes time and can
Support Anxiety over personal impact
and understanding be expensive
Negotiation Helps reduce resistance Can be expensive Powerful stakeholders
Might backfire in
Manipulation Quick and inexpensive Powerful stakeholders
the future
Quick and overpowers Must do it without Deep disagreements with
Coercion
resistance alienating people little chance of consensus
Most Important Factors
for Successful Change
Top management sponsorship 92%
Employee involvement
72%
Honest and timely communication
70%
What can go
Culture that supports change 65%
right and
Pioneers of change wrong with
55% these factors?
Efficient training programmes 38%

Adjustment of performance measures 36%

Monetary and non-monetary rewards 19%

Creating a Culture for Change
What does a culture for change look like?

– Consider organisation’s structure.

– Do you reward success and failure? Do you celebrate mistakes?
– Focus on training and development.
– Offer high job security so people don’t worry about losing their
job if they innovate.
– Encourage a learning organisation; develop the capacity to
constantly learn and change.
Why change when you can innovate?

▪Rather than reacting to change, organisations need to

innovate to be ahead.

▪ Don’t just limit innovation to products – think about

processes, working practices, technology … etc.

▪ Can organisations be innovative or is it just individuals?

▪ Find a company who has changed the way business is

done – not product related: feedback when asked.
Thank You!!