Chapter 3 / Resistance to Change Change can either challenge or threaten us...Your beliefs pave your way to success or block you. ~ Marsha Sinetar ~

RESISTANCE TO ORGANISATIONAL CHANGE INITIATIVES 2 Change is seldom a welcome proposition Organisational change initiatives are met with apprehension and resistance The CEO plays a significant role – not only in visualizing change but also in preparing people to embrace that Change Two approaches adopted by CEOs Visualize change and delegate the change to your subordinates Visualize change and carry people in the vision by making them part of the thought process

REACTIONS TO CHANGE 3

REASONS FOR AN ORGANISATIONAL FAILURE TO OVERCOME RESISTANCE TO CHANGE Organisational change management has assumed more relevance because not many change initiatives end up being successfully implemented Reasons for organisational failure to overcome resistance to change Use of conventional methods to resolve issues Drive to survive rather an instinct to grow Lack of trust by employees in senior management Lack of employee participation Organisational politics Lack of change initiative fit into organization's culture, vision, objectives 4

REASONS FOR AN ORGANISATIONAL FAILURE TO OVERCOME RESISTANCE TO CHANGE “Square Wheels Metaphor” by Dr. Scott J. Simmerman explains common workplace attitudes that hinder change initiatives The illustration maps a correspondence between the situation and and an organisation change situation – how most organization's operate using time consuming, laborious and cost ineffective methods when better method is available 5

BEST PRACTICES TO OVERCOME RESISTANCE TO CHANGE Redirect identified resistance as a force or an energy to offset barriers to change (Wadell and Sohal, 1998 and Piderit, 2000) Organisational change is best maneuvered when it involves maximum engagement of its employees ( Axelrod, 2002) Employees need to buy the change vision as they mostly agree with the broad vision of change but find it difficult to adapt themselves in change (Stanley, Meyer and Topolnytsky, 2005) Redesign organisation structure to reduce hierarchy and bureaucracy to generate free exchange of ideas Promote open communication as it promotes feedback vital to evaluate the change process 6

BEST PRACTICES TO OVERCOME RESISTANCE TO CHANGE (Cont..d) Training to equip employees with skills and tools to implement change Employ regular study of employee behavior and attitudes to gauge changes in organisational culture and attitudes Measure the progress and status of projects and key stakeholders to identify key areas of change Align human resource systems with organisation change goals to address areas of employee behavior, career progress and personal goals of employees Commitment and active participation of leadership and top management 7

APPRAOCHES TO EFFECTIVE CHANGE MANAGEMENT 8

© Copyright 2011 The Art of Change Management Implementing Change from the Top ISBN: 978-93-80227-60-3 Published by Embassy Books, India. www.artofchangemanagement.com Author: Percy Agreras Dastur www.percydastur.com Email: contact@percydastur.com