Summary: Change Management W2

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• 1 Change management w2

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• How has resistance to change changed over the years?

  Lewin --> resistance in the system instead of social/psychological
  resulting in the problem as a psychological concept: personalizing the issue as employees vs managers.

• What is resistance according to Lewin (3step model)

  • Resistance is set in the system
  • Forces for status quo (forces field analysis) want things to stay the way they are
  • These forces could be anyone in the organisation (not only employees)
  • Resistance is a mental model: it's in our minds

• Ford (2008) alternative views to resistance to change

  resistance as agent sense-making
  

  1. expectation effects/self-fulfilling prophecy
  2. self-serving explanations

  change agent contributions to resistance 
  

  1. broken agreements & trust violations
  2. communication breakdowns
  3. resisting resistance

  Resistance as a resource
  

  1. existence value
  2. engagement value
  3. strengthening value

• Dent + Goldberg: how to overcome resistance to change?

  • Lewin's mental model is monolitic: homogenous and hard to overcome
  • To overcome resistance and make change effective in organisations, specific and targeted actions is required
  • The field must research + develop strategies for dealing with change 
  • Labeling difficult problems as 'resistance' will only impede the change effort

• Ford et al: what is the agent sensemaking + which factors have significant impact on it?

  • sense-making: active process that involves the interaction of information seeking, meaning ascription, and associated responses --> implies a higher level of involvement of CA
  • self-fulfilling prophecy: CA expect CR to be resistant, then CA start treating CR differently, which creates resistance among CR
  • self-serving explanations: CA attribute change failures to the resistance to CR while this doesn't have to be the case.
  • Scape goating: resistance is seen as a label: if something happens, people label it as resistant

• Three dimensions of attitudes

  1. cognitive dimension
  2. emotional dimension
  3. intentional dimension

• Ford et al 2008: what are practices of CA that facilitate resistance?

  • communications breakdowns: CA shouldn't only focus on communicating the positive elements of the change, also on the negative.
  • broken promises
  • trust violation
  • resisting resistance: defenciveness of CA (e.g. when CA can have consequences for her career)
  • misrepresentations (misleidingen)

• Limitations of research on change readiness (Rafferty et al, 2012)

  1. the affective element of this attitude is not examined by researchers
  2. researchers have not adopted a multilevel perspective when considering change readiness 

• Ford et al: What is the difference between CA and CR in sensemaking:

  • CA asks: how will this get accomplished?
  • CR asks: what will happen to me? 

• Ford et al: what are the implications of overcoming resistance?

  • Resistance can be restored from a psychological to a systemic phenomenon by shifting attention from private resistance of CR to public behaviour of CR 
    public means that behaviours can be triggers for agent sensemaking and these actions are the basis for resistance.
  • There is no resistance to change existing as an independent phenomenon apart from CA sensemaking: actions/reactions are not resistant untill CA assign resistance label to them.
  • Resistance is a function of participant interactions that shape/are shaped by the nature + quality of the agent-recipient rela