Resistance to change-FINAL 03

8/7/2019 Resistance to change-FINAL 03

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CHALLENGES IN TRAINING


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CONCEPT OF TRAINING

Training is the process of increasing the knowledge and

skills for doing a particular job.

It is an organized procedure by which people learn

knowledge and skill for a definite purpose.

Aims at improving the behavior & performance of a

person.


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CHALLENGES OF COMPREHENSIVE

MANAGEMENT TRAINING

Funding

Allocation of Time

Training Newly Promoted Managers

Peer Training and Job Shadowing


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PRINCIPLES OF TRAINING

1. Clear Objectives:

- Comparison of operational requirements and existing human resources skills.

2. Training Policy:

- Guide for implementing & designing programmes.

3. Motivation:

- Related to needs & problems (abilities & aptitudes).

4. Reinforcement:

- Form of rewards & punishments (positive & negative).

5. Organized Material:

- Complete outline should be distributed in advance.


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CONTD..

6. Learning Periods:

- Several short sessions spread over a long period.

7. Preparing the Instructor:

- Trainer is the key figure in a training program.

8. Feedback:

- Should be positive, fast and frequent.

9. Practice:

- Should be continuous.

10. Appropriate Techniques:

- Methods & techniques should relate to the needs & objectives.


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HUMAN RESOURCE DEVELOPMENT

It is a System and process involving organized

series of learning activities designed to produce

behavioral changes in human in human beings

in such a way that they acquire desired level of

competence for present or future role


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QUALITIES OF AN HRD MANAGER

According to ROA, a successful HRD

Manager requires the following skills:

1. Essential Qualities:

Positive thinking

Helpful attitude Interest in learning

Communication skill


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2.Functional Competencies:

Knowledge of various test, Questionnaires and other

measures of human and organizational process.

Knowledge and skill of counseling.

Ability to design and coordinate training programmes for

managers , supervisors and workers.

Knowledge of appraisal systems .


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3.Managerial Competencies:

Organizing Ability.

Leadership Abilities.

Implementation Skills.

System Design and development skills.


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PRINCIPLES

1. Commitment of Top Management:

Complete faith and support of top management is essential for success of

HRD.

2. Sound Planning:

The HRD needs of the organization should be properly examined and

ascertained.

3. Conducive Climate:

It can be successful only when the climate in the organization is positive

and developmental.


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4.Competent Functionaries:

Person with proven reputation and skills should be appointed as the

heads of the HRD department.

5. Sharing Experience:

The Professional should continuously exchange their experience for

professional development knowledge.

6.Regular Monitoring:

Necessary changes should be carried out on the basis of such

reviews.


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RESISTANCE

TO

CHANGE


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INTRODUCTION

Resistance is an inevitable response to any major change.

Folger&Skarlicki (1999) claim that "organizational change

can generate skepticism and resistance in employees,

making it sometimes difficult or impossible to implementorganizational improvements" .

If management does not understand, accept and make an

effort to work with resistance, it can undermine even themost well-intentioned and well-conceived change efforts.


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R ESISTANCE TO CHANGE

Resistance to change is the action taken by individuals and

groups when they perceive that a change that is occurring as a

threat to them

Resistance to change provides a degree of stability and

predictability to behavior.

It does not allow immediate change.


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ABILITY TO CHANGE


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EMPLOYEE RESISTANCE

Lack of understanding around the vision and need for

change.

Comfort with the status quo and fear of the unknown.

Corporate history and culture.

Opposition to the new technologies, requirements and

processes introduced by the change.

Fear of job loss.


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MANAGER RESISTANCE

Loss of power and control.

Overload of current tasks, pressures of daily activities

and limited resources.

Lack of skills and experience needed to manage the

change effectively.

Fear of job loss.

Disagreement with the new way.

Skepticism about the need for change.


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EXHIBITING RESISTANCE TO CHANGE

There are three ways that employees may exhibit

resistance to change:

Passive resistance: Negative feelings and opinions regarding the change.

Ex: Agreeing verbally but not following through, ignorance and withholding

information

Active resistance: Actively opposing the change.

Ex: Strikes and Increased absenteeism.

Aggressive resistance: Resistance that actually blocks the change.

Ex: Causing harm, Interrupting in the decisions of the managements.


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MAIN REASONS FOR RESISTANCE TO

CHANGE

There may be reasons for resistance to change for analytical

purpose, lets us categories the causes into the following:

1) Individual Resistance.

2) Group Resistance.

3) Organizational Resistance.


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1. INDIVIDUAL RESISTANCE

Individual-level resistance includes resistance to

change due to:

a) Economic Factors:

Habit

Insecurity Lack of Communication

Extent of Change

Technological unemployment

Fear of demotion

High standards reduce the opportunities for bonus or

incentive pay.


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b) Psychological Factors:

Boredom and monotony

Trouble in learning new things

Incapable of understanding the implications of new ideas and

method

Reduction of the personal pride of the workers

Selective Perception and Retention

c) Social Factors:

Breaking present social relationship reduce social relationship.

Feeling of outside interference in the form change agent.


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2. GROUP RESISTANCE

Group-level resistance includes resistance to change due to: Group Norms : When change alters interactions between group

members due to changes in task and role relationships within a

group.

Group Cohesiveness: Occurs when members of a cohesive group

wish to keep things within the group.

Groupthink andEscalation ofCommitment : Occurs because

members ignore negative information, even when they realize that

their decisions are wrong.


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3. ORGANIZATIONAL RESISTANCE

Organizational resistance means that the change is resisted at the level of the

organizational itself. It arises due to the following :

Power and Conflict : Change may benefit one department while harming

another department .

Functional Orientation : Because employees of

different functions will see problems and issues differently.

Mechanistic Structure : Employees are expected to act

in certain ways.

Organizational Culture : organizational change disrupts the values and

norms within the organizational culture.


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THREE LAWS OF CHANGE MANAGEMENT

First Law

Overcoming the natural inertia in organizations requires the constant

application of the forces for change.

Second Law

The greater the inertia or resistance to change, the greater the

required forces for change.

Third Law

The way that change agents treat resisters is the way that resisters will

treat change agents.


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IMPACT OF NOT CHANGING

Loss of market share

Fines or jail sentences for non-compliance or

personal injury

Tarnished business reputation

Increased rate of customer complaints Loss of key staff


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CHANGE MANAGEMENT MODELTHE CHANGE APPROACH

Is there a clear and compelling reason

for adopting this change program?

Is it clear how, when and where this

change will happen?What is required to keep the initiative

moving forward?

Is the objective data needed to convince

the skeptics available?

Do people feel the urgency to change?


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Who are the stakeholders in this change?

What are the motivators for each

stakeholder?

Does the senior executive team support

this change?

Has a communication plan been

developed?

Are all stakeholders engaged in the

change process?


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Do stakeholders take ownership of the

vision and goals?

Are program goals SMARTgoals?

Are people involved in devolving the

goals to lower levels of the

organization?

Are implementation plans in place

supporting attainment of goals?

Are performance measurement and

reporting systems set up?


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Are change management and new

operational accountabilities clear?

Are the right people selected for the right

roles?

Do people with responsibilities have the

necessary skills?

Are project management principles and

methods being used?

Is the proportion of goal and taskassignment appropriate?


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Is the training plan sufficiently scoped

and adequately resourced?

Are teams being developed and

supported for high performance?

Is support in place ensuring transfer of

training to the workplace?

Is there a focus on soft skills as well as

technical skills?

Do information, human resource andother systems support the new

operational environment?


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Are performance results reported and

successes celebrated?

Is planning sufficient to ensure some

quick wins?

Are remuneration, rewards and

recruitment systems aligned with the

change objectives?

Are new meanings provided through

creating workplace symbols?

Do managers and supervisors lead by

example?


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ORGANIZATIONAL CHANGE DEVELOPMENT

INDIVIDUAL TEAM STAKEHOLDERS


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OVERCOMING RESISTANCE TO CHANGE

CAN BE HANDLED AT TWO LEVELS:-

At the individual level.

At the group level through group dynamics.

Efforts at the Individual Level:

Participation and Involvement:

Effective Communication:

Facilitation and support:

Leadership:

Negotiation and Agreement:

Manipulation and Co-optation:

Coercion:

Timing of Change

Individual Level


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Efforts at the Group Level

Organizational Level:

Overcoming Undefined Goals and Objectives

Overcoming Financial and Environmental Issues

Overcoming Structural Problems and Insufficient

Communication

OvercomingLack of or Bad Leadership

OvercomingLack of Preparation for New Roles

Overcoming Cultural Issues


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TWELVE PRINCIPLES FOR MANAGINGCHANGE

These principles provide the cause and effect of managing change

strategically:

Thought processes and relationship dynamics are fundamental if

change is to be successful.

Change only happens when each person makes a decision to

implement the change.

People fear change it "happens" to them.

Given the freedom to do so, people will build quality into their work

as a matter of personal pride.

Traditional organizational systems treat people like children and

expect them to act like adults.

"


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Truth" is more important during periods of change and

uncertainty than "good news.

Trust is earned by those who demonstrate consistent behavior

and clearly defined values.

People who work are capable of doing much more than they are

doing.

The intrinsic rewards of a project are often more important than

the material rewards and recognition.

A clearly defined vision of the end result enables all the people to

define the most efficient path for accomplishing the results.

The more input people have into defining the changes that will

affect their work, the more they will take ownership for the

results.

To change the individual, change the system.


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CHANGE PROGRAM STAKEHOLDERS


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CHANGE PROGRAM ROLES


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THE KEYDRIVER ROLES FOR

ORGANIZATIONAL CHANGE ARE

Change Leader

Program Sponsor

Steering Committee

The key implementerroles include

Project Manager

Project Team Members

The keyenablerroles include

Middle Managers

Supervisors


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TEAM TYPES IN CHANGE PROGRAMS

Team goals inchange development

Whichofthefollowing kindsofteams areyou currently

involved with?

Management decision-making

Cross-functional or functional improvement teams

Autonomous work teams

Project teams

Team setup The two most popular instruments for balancing teams are

The Margerison-McCannTeam Management Profile and

The BelbinTeam-Roles Profile.


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As anexample,Belbin usesnineteam roles in

threecategories


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Ground Rules

I will not interruptwhilst anothermember is speaking

I will be punctual

I will be preparedat meetings

I will support theteam goals andobjectives

Team Questions

Why are we here?

What stage are weat?

What are ourobjectives?

What is our gameplan?

What do othersexpect of us?

What resources andskills do we need?

What will be our

rewards?

Team development


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CHANGE PROGRAM TRAINING PLAN

Right Learners

Right Learning

Right Time

Right Method

Right Environment


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TRAINING TIPS

Initial training needs analysis.

Alert learners of the behavioral objectives of the

program.

Make the training very practical.

Ensure that you build back-in-the-workplace coaching

into the training program.


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TRAINING TIPS

Bring the training room into the workplace through

developing and installing on-the-job aids.

Ensure that learners managers and supervisors actively

support the program. Integrate the training with workplace practice by getting

managers and supervisors to brief learners before the

program starts and to debrief each learner at the conclusion of

the program.

Think about what soft skills are needed for your change

initiative to succeed.


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REASONS FOR THE RESISTANCE

TOWARDS CHANGE

Fear of being Redundant

Fear of failure

Fear of future


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EMPLOYEE RESISTANCE TO CHANGE WHY?

Someofthesereasonsforemployee

resistance may include:

belief that the change initiative is a temporary fad

belief that fellow employees or managers are incompetent

loss of authority or control loss of status or social standing

lack of faith in their ability to learn new skills

feeling of change overload (too much too soon)

lack of trust in or dislike of managers

loss of job security

loss of family or personal time

feeling that the organization is not entitled to the extra

effort


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REACTIONS TO ORGANIZATIONAL CHANGE

Enthusiasts

Followers

Objectors

Underground


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KURT LEWINS FORCE FIELD ANALYSIS TECHNIQUE

EXAMPLE OF A FORCE FIELD ANALYSIS DIAGRAM

T O R


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TIPS FOR OVERCOMING RESISTANCE TO

CHANGE

Treating the forces against change is a more productive use of

resources than simply reinforcing the forces for change.

Think of how you could apply the drivers for change you

identified in your analysis to either weakening or eliminating

an opposing force.

Show the fiercest resisters whats in it for them. Appeal to

them either in terms of personal gain (such as status, salary

bonus, recognition, and so on) or loss avoided (such as

financial loss or job outplacement prevented).


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Get customers or suppliers to explain to change resisters face to

face how the current situation disadvantages them in concrete

terms.

Put resisters on teams that allow them to play some decision-

making part in the change process, however small.

Defuse political power plays amongst managers and other

employees.

Endeavor to look at the world through the eyes of the change

resister. Listen openly and honestly to what they are trying to

say. Examine your own basic beliefs and assumptions. Through

engaging resisters, be prepared to change yourself.


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Communicate openly and often with employees and other

stakeholders, and without using commercial confidence as an

excuse to not communicate.

Meet resisters face to face whenever possible.

Point out unacceptable behavior without resorting to

character assassination, sarcasm and other methods that serveto attack peoples sense of self-esteem.

Keep your commitments in order to build trust and respect.

Trust can be lost in an instant and take years to regain.

Dont shy away from bad news.Tell people candidly but

sensitively.

Choose people for key positions that have well developed

interpersonal skills.


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EMPLOYEE OWNED CHANGE

This type of organization exhibits

independence, optimism, interdependence,and a high degree of responsibility and

results


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EmployeeOwned ChangeDevelopment

Phases

PHASE I - Needs Assessment

PHASE II - Synthesize Information

PHASE III - Planning Meeting

PHASE IV - Research and Development

PHASE V - Presentation of Materials for Final Approval

P

HASE VI - TeamB

uilding Day

PHASE VII Debriefing

PHASE VIII - Troubleshooting


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CONCLUSION


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Change Agent

Change within an organization can be achieved by a change agent (an

outsider) someone who is not affected by the cultural drawback of the

organization.However there are pros and cons:

Pros:

Change Agent is unaffected by the organization's cultural drawbacks

Employees might listen to someone who is an outsider simply because he

or she is not management.

Cons

On the other hand employees may reject the new comer as they are not

familiar with that particular person.So they may become suspicious as

to what his or hers real agenda is.


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CHANGE MANAGEMENT MATRIX


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Resistance to change-FINAL 03

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