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 triggers However, you can also try to predict
trends and opportunities, and be
proactive
This is largely the responsibility of the
senior management team
How to Manage Change (Lewin, 2012)
Some Common Reasons
Why Individuals Resist Change
• We tend to respond to situations the way that
Habit
we have done before
• We form perceptions based on our experience
Perception and background. For example, trade unions do
not trust management
• If change is likely to be inconvenient, then we
Inconvenience
don’t want to bother
Fear of the • People may resist new technology or a new job
Unknown because of this
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.
Tim
e
Kubler-Ross + Bridges Model
Start people on the
Minimise danger of Encourage
Your Prepare people for path to acceptance
bad reactions, commitment to the
Aims the reality of change and commitment to
resistance and fear new way
change
Ending, losing,
Letting go
The neutral zone:
uncertainty, creativity The new
beginning
Allow people to test
Communicate often, Watch and listen: new ideas, provide Celebrate successes,
applaud the past but everyone will be training and facilitation communicate widely
gain closure, focus on reacting to develop new ways and individually about
Your rationale for new differently, provide of working, set short- what has gone well,
Actions beginning, be clear relevant support, term goals, allow how the new world is
about what is ending communicate the next others to take working, embed into
and what is not steps responsibility and be everyday work
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 recommend we
with bad things – do?
losing jobs, 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 reward and recognition to embed new patterns of
Use behaviour.
Power vs. Interest Grid
Meet their needs Key player
Influence / Power of Stakeholders
• Engage and consult on the • Focus efforts on this group.
areas of interest. • Involve in governance /
• Try to increase level of decision-making bodies.
interest. • Engage and consult
• Aim to move into right hand regularly.
box – what’s in it for them.
Least important Show consideration
• Make use of interest
• Inform via general Power versus interest
through involvement in low- grid adapted from Eden
communications, emails,
risk areas. and Ackermann (1998:
website … etc. 121-5, 344-6).
• Keep informed and consult
• Aim to move them into the Source: Stakeholder
on interest areas. Analysis | BEST way to
right hand box. • Potential supporter / analyse
goodwill ambassador. Stakeholders https://ww
w.stakeholdermap.com/s
Interest of Stakeholders takeholder-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
Internalisation visioning, setting
with resistors
Celebrating success
strategy
Away days to
One-to-ones with Workshops on
Degree of Support for Change
Commitment develop 12-month
reports specific issues
plans
Training and learning ‘Grassroots’
Acceptance activities
Sponsor ‘walkabouts’
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 Road shows and Commitment Curve
Awareness conferences by managers videos adapted from
Wannvong, Avoot
(2012)
Source:
Dear colleague Intranet news,
Contact communications
Emails from people Newsletters
displays, posters
https://www.slidesha
re.net/DtoPlus/chang
e-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
Who is the most senior person or group
representative(s)
responsible for approving actions and Who is responsible for certifying that the
providing support and resources? changes have been successful?
Project manager Communications lead
Who is responsible for ensuring that
Who is responsible for checking progress communications with all relevant stakeholders are
and keeping an overview of resources and maintained by, for example, organising focus
activities? 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
Support Anxiety over personal impact
and understanding can 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!!
