Managing human resistance to change
Explicit and overt resistance
In some ways this is the easiest type of resistance to deal with, the problem will be clear, it will be possible to debate the rights and wrongs of the situation and a solution can be found although not always on a win-win basis
This could be a threat by a workforce to go on strike if certain aspects of the change process are not amended or alternatively the directors of a company refusing to change strategic direction as not to appear weak
Implicit, subtle and deferred resistance
This type of resistance is not always easy to identify and it may take time for it come to the surface of an organisation
While a change might initially appear to have been accepted, there could be underlying issues that ultimately may cause longer-term organisational damage
This can be evidenced by reduced motivation and increasing inefficiency within a workplace, the risk of mistakes being made and a reduction in operating margin efficiency where the decline is only gradual and the organisation fails to recognise that the decline is aligned with a strategic change that has been made in the past
Five stages of grief
Denial
Initial shock
Expecting that change or bad news will go away
Apathy and withdrawal
Attempting to rationalise the perceived change
Anger
Irritation, jealously and resentment
Putting the blame on other people
Shooting the messenger
Attempting to sabotage the perceived change
Bargaining
Trying to move away from the problem
Setting compensatory goals
Considering different scenarios
Attempting to negotiate a way out of the perceived change
Depression
The truth is finally sinking in
Feelings of helplessness and being misunderstood
Loss of control
Attempting to withdraw or hide from the perceived change
Acceptance
Acceptance of reality
Recognition of the grief process
Ability discuss with others
Attempting to find the positives of the perceived change
Ten reasons for resistance
Kanter (1992)
Loss of control
Excess uncertainty
Surprise, surprise
Everything seems different
Loss of face
Concerns about competence
More work
Ripple effects
Past resentments
Sometimes the threat is real
Mintzberg - Change Cube
Uses the rigid and fixed model of a cube to encapsulate all of the bits and pieces that he identifies in managing strategic change
The strength is that it requires us to think in three dimensions
The weakness is that is is another model that assumes regularity and a precise shape
The organisation and its strategy need to be considered on two different dynamics: formal to informal; and conceptual to concrete (or tangible)
The differing aspects of strategy and organisation are deliberately listed in a way that moves from conceptual to concrete
The strength of this model is that rational or emergent strategy will affect the entire cube and it can be a useful, arms length paradigm of an organisation
Beer et al - six steps to effective change
This model sees strategic change being driven by initially helping people develop a shared diagnosis and understanding what is actually wrong in the organisation and what can and must be improved
- Mobilise commitment to change though joint problem diagnosis
- Develop the shared vision of organising and managing
- Foster competence and cohesion of the vision
- Spread revitalisation across the business
- Instituionalise systems and structures
- Montior and adjust strategies
The model recognises that having gained a groundswell of support and understanding across the critical mass of people within the organisation, a momentum can be developed which that will help to drive strategic change to the point where it then becomes monitored and adjusted
Kotter - eight stages of change
Establish a sense of urgency
Form a leading team
Create a vision
Communicate the vision
Empower and involve others
Create short-term wins
Implement and consolidate
Institutionalise change
Developing a change programme
It should be clear from the various approaches to change that both process and people are essential to the successful development of strategy
A strategic change programe will need to incorporate an interconnected underlined recognition of all dimensions pertaining to process and people
All organisations from the smallest to the largest operate as a holistic whole and the only way to ensue a successful transition from today to the future is to incorporate and fully understand the breadth and depth of the challenges offered by process and people