SEU Change Management Essay

Not all changes are positive nor well received. Change agents need to explore
how various factors can impact the change initiative and must recognize the
impact that certain changes have on individuals, teams, and organizations as
a whole. Due to economic turbulence, and the impact of external factors,
many organizations have needed to make tough decisions throughout the
past two years. Globally, we have seen companies make changes that are
positive, in order to remain afloat, and also changes that have resulted in
scrutiny, loss of productivity, etc.
Consider the following scenario:
Throughout 2019, until the onset of the pandemic, a large national clothing
brand was performing the best it had in 20 years. Unfortunately, when
COVID-19 hit, many consumers were unwilling to visit local shopping malls,
which resulted in massive profit losses. The large clothing brand was no
exception to this phenomenon. The majority of individuals who shop at this
retailer are 45 years of age and older and have no desire to frequent the mall
anytime soon.
As an external change agent for this organization, you have been asked to sit
with members of the C-suite (i.e., the Chief Executive Officer, the Chief
Financial Officer, the Chief Human Resource Officer, the Chief Operating
Officer, and the Chief Technological Officer) and discuss the proposed
change initiative. Specifically, leadership is proposing that 25% of all retail
locations are closed within the next six months and that the retail organization
focuses on enhancing its ePlatform, thereby resulting in increased online
sales.
After meeting with members of the C-suite, you were asked to meet with 10
senior-level employees. These employees expressed their concerns and
frustration about the rumors that the company was shutting down select retail
locations.
Using Table 6.3, explain the consequences that might occur if the decision to
shut down 25% of stores occurs. Specifically, explain likely concerns that
employees will express. Then, justify the impact associated with closing 25%
of stores in terms of the organization’s reputation. Finally, given the fact that
the organization may experience pushback from the workforce, when shutting
down 25% of stores, is it possible to please C-Suite leaders and senior
employees? If so, how? If not, why? Explain and justify your rationale.
Your well-written paper should meet the following requirements:
•
•
•
•
Be 6 pages in length, which does not include the title page and reference pages, which are never a part of the content minimum
requirements.
Use Saudi Electronic University academic writing standards and APA style guidelines.
Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peerreviewed journal articles.
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Chapter 7: Managing Recipients of
Change and Influencing Internal
Stakeholders
Chapter Overview
• This chapter deals with those on the receiving end of change
• View recipients as stakeholders and revisit assumptions and
approaches to ambivalence and resistance if or when it occurs
• Changes that alter people’s sense of their psychological
contract need to be approached with care
• When disruptive change occurs, recipient stakeholders go
through a predictable series of reactions to change
• Recipients often respond emotionally to change and their view of
change are influenced by their personalities, experiences, their
peers, and by the change leaders
• The present-day challenge is to make change the norm and
encourage recipients to be change leaders and implementers
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Recipients and Internal Stakeholders
• Responses to change: +ve,
ambivalence, and –ve
• Psychological contract
• Stages of reaction to change
• Impact of personality, experience
on change
• Managing forward with recipients
and internal stakeholders
Acceleration
Chapter 9
Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Recipients
• Reactions vary from positive to negative, and
ambivalence often comes first
• Recipients do not always react negatively—it
depends on how they perceive the change
• Recipients will have questions and concerns, as they
attempt to make sense of the change
• Resistance is not inevitable—listen, work to
understand and respond in ways that build
understanding and support
• Do this early and often—don’t wait for ambivalence
to become resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Channeling Feelings for the Change
• Channel energy in positive ways, not letting
enthusiasm overwhelm legitimate concerns
• Recognize mixed feelings and seek to
understand them
• Use respected, positively oriented individuals
in positions of influence concerning the
change
• Pace the change. Remember that going too
slow can lose enthusiastic support and going
too fast will choke those who are doubtful.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Ambivalence to Change Is No Surprise
• Mixed feelings are common as recipients try to
make sense of the change
• Ambivalence generates discomfort as they seek
to resolve a multitude of issues about the change:
• People find it easier to voice concerns about
conflicting beliefs than about conflicting emotions
• Once they resolve their ambivalence, feelings
solidify and subsequent change to attitudes become
more difficult to change again
• Invest the time needed at the front end of the
change to respond to ambivalence positively—or
prepare to face a more difficult task later, when it
turns to resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Responding to Mixed Feelings About the Change
• Focus on helping people make sense of the
proposed organizational change
• Listen for information that may be helpful in
achieving the change
• Constructively reconcile their ambivalence
• Sort out what actions are now needed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Common Causes of Negative Reactions
1.
Negative consequences perceived to outweigh the benefits
2.
Flawed communication process
3.
Concern that the change has been ill conceived
4.
Lack of experience with change or locked into old habits
5.
Prior negative experience with a similar change
6.
Prior negative experience with those advocating change
7.
The negative reactions of others that recipients trust and/or
with whom they will have to work in the future
8.
The change process seen to lack procedural or distributive
justice and breaching their “contract”
Fear that they lack skills they’ll need to perform well
9.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Perceptions of Fairness & Justice
• Perceptions of Fairness & Justice
• Will influence how recipients view and react
to the change
• Procedural Justice
• Was the process managed in a fair and
equitable way?
• Distributive Justice
• Was the end decision a fair one?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Is It Resistance…
or Is Something Else Going On?
• We often misinterpret impediments to change as
caused by resistant recipients
• Impediments are much more likely to come from
problems related to the misalignment of
structures and systems than from individuals
engaged in resistance
• Blaming individuals rather than addressing
misaligned structures and systems will worsen
the situation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Managers as Recipients
• Recipients of change are not just those in front-line roles
• Supervisors, middle, and even senior managers are often
recipients of the organizational change
• Managers often try to manage up, down, and laterally to
cope with change; they try to shape it and deal with
implementation on their own terms
• Coping with change while trying to link, influence, and
implement is difficult
• If you are a change recipient in these middle roles, be
aware of how this can affect your judgment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.3
Personal Reactions to Change
1. Think about times when you have been a recipient of change:
a.
b.
c.
d.
What was the change and how was it introduced?
What was the impact on you?
What was your initial reaction?
Did your attitudes change over time? Why or why not?
2. Was there a pattern to your response?
a. Under what circumstances did you support the change? When did
you resist? What can you generalize from your reactions?
b. If you experienced ambivalence, how did you resolve it and what
happened to your attitudes toward the change?
3. Have your experiences with change been largely positive,
negative, or mixed? Have they colored your expectations about
the future?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Psychological Contract
• The psychological contract represents the sum of the
implicit and explicit agreements we believe we have
with our organization
• It defines our perceptions of the terms of our
employment relationship and includes our expectations
for ourselves and for the organization, including
organizational norms, rights, rewards, and obligations
• Changes often disrupt recipients’ psychological
contracts
• When unilateral changes are made to psychological
contracts, negative reactions can be expected
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.5—Disruption of the
Psychological Contract
Think about a change initiative that you are aware of:
1. What was the psychological contract?
2. How did the change disrupt the psychological contract?
3. What were the reactions to these disruptions to the contract?
4. What steps could have reduced the negative effects stemming
from the disruption?
5. How should a new psychological contract have been developed
with affected individuals?
6. If you were a recipient, what steps could you take to better
manage your way through the development of a new contract?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stages of Reaction to Change
Before the Change
Anticipation &
Anxiety Phase
Issues: Coping with
uncertainty and
rumors
1. Pre-change
Anxiety
During the Change
After the Change
Shock, Denial, &
Retreat Phase
Acceptance Phase
Issues: Coping with
the announcement
and associated
fallout, reacting to the
new “reality”
Issues: Putting effects of
change behind you,
acknowledging the
change, achieving
closure, and moving on
to new beginnings—
adaptation and change
2.Shock
3.Defensive Retreat
4.Bargaining
6.Acknowledgment
7.Adaptation & Change
5.Depression, Guilt,
and/or Alienation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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In the Midst of Change, Change Is About…
•
•
•
•
•
•
•
•
Ambiguity
Risk
Denial
Anger
Fear
Resentment
Excitement
Exploration
• Determination
& Commitment
• Tension
• Satisfaction
• Pride
• Lots of Other
Potentially
Conflicting
Emotions
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.4—Your Normal Reaction to
Innovation & Change
When you find yourself dealing with matters of innovation and
change, how do you typically react?
1. Do you fall into the category of innovator or early adopter?
2. Or do you generally fit into the early majority category? If the
experiences of early adopters are positive, you take the risk.
3. Or are you in the category of the late majority? You wait until the
innovation has been tried and tested by many before adopting.
4. Or do you avoid adopting until the vast majority have done so? In
other words are you a late adopter or even a non-adopter, until
forced to do so?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Recipient’s Past Experience with
Change & Perceived Risk
High
Degree of
Perceived
Risk
Associated
with the
Particular
Change
Low
Long Period
of Minimal
Change
Moderate
Rates of
Change
Prolonged Periods
of Upheaval or
Extreme Change
Normal Rate of Change in the Organization
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Personality and the Change Experience
Change Experience
Little
Individuals with
High Tolerance
for Ambiguity and
Change
Individuals with
Low Tolerance
for Ambiguity and
Change
Boredom
Comfort
Some
Frequent
Energized
Stress
Discomfort
Rises
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Chaos
Negative
Stress
Effects
Severe
Distress
19
Personality & Change
P
E
R
F
O
R
M
A
N
C
E
Low
AMOUNT OF CHANGE
High
High Need for Change Individuals
Low Need for Change Individuals
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What Is Your Tolerance for Change?
1. What is your tolerance for change? What level of turbulence
and ambiguity at work do you find most stimulating and
satisfying?
2. How do you react when the rate of change is likely to remain
quite low?
3. How do you react when the rate of change is moderate? What
constitutes a moderate for you? Are your tolerance levels lower
or higher than others you know?
4. What price do you find you pay when the rate of turbulence
and ambiguity exceed what you are comfortable with?
5. Have you had to cope with prolonged periods of serious
upheaval? Have these affected your acceptance of change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Influence of Coworkers on Change Recipients
• Coworkers and Work Teams will greatly
influence Change Recipients’ views toward
the organizational change.
• Coworkers who are trusted will have
greater influence.
• Cohesive teams will tend to become more
cohesive when threatened.
• Cohesive teams will be influential.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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How Trusted Peers Influence Recipients
Opinions of
Those Trusted
by Recipients*
Recipients’ Initial
Attitude to the
Change
Possible Implication
Positive Toward the Very motivated to support
Change
Positive Toward
the Change
Negative Toward
the Change
Initially opposed but may move to
support due to new information
from trusted others + peer
pressure
Support of the change may be
Positive Toward the weakened or silenced due to
Change
information offered by trusted
Negative Toward
peers + peer pressure
the Change
Opposition to the change is
Negative Toward
reinforced by the views of trusted
the Change
peers
* As the cohesion of coworkers increases, so too does their influence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Feelings About Change Leaders Matter
• How people react to change is also
influenced by their perceptions of the
change leader
• They are more likely to respond positively
to the change if:
• they trust and respect these leaders
• they believe their perspectives and
interests are recognized
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Minimizing Cynicism Toward Change
1.
Meaningful engagement of recipients with decisions that
affect them
2.
Emphasize and reward supervisors who foster two-way
communications, good working relationships, and show
consideration and respect for employees
3.
Timely, authentic communications—keep people
informed and include honest appraisals of risks, costs,
benefits, and consequences
4.
Keep surprises to a minimum via regular
communications about changes, anticipating questions
and concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Minimizing Cynicism Toward Change (cont..)
5. Enhance credibility by:
a. using credible spokespersons who are liked and trusted
b. using positive messages that appeal to logic and
consistency
c. using multiple channels and repetition
6. Acknowledge mistakes and make amends
7. Publicize successful changes and progress
8. Use 2-way communications to see change from employees’
perspective—this will aid planning & future communications
9. Provide opportunities for employees to express feelings,
receive validation and reassurance. Address their concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.6—Leadership &
Change Recipients
Think of an example of change leadership:
1. How was leadership exercised?
2. Was the leader trusted?
3. Did he/she deserve the trust given?
4. What kind of power did the leader use?
5. How were change messages conveyed? Were they believable?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.6—Leadership &
Change Recipients (cont..)
6. Did systems and processes support, or at minimum, not impair
the change leader’s messages?
7. Was there a sense of continuity between the past and
anticipated future? How was this developed and
communicated? Impact?
8. What can you learn about the impact of the leader on people
and stakeholders as a result of your responses to the above?
9. What can you learn about the impact of organizational systems
and processes on the people and stakeholders?
10. Talk to others about their experiences. Can you generalize? In
what way? What cannot be generalized?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Strategies for Coping with Change
Recipients’ Strategies
Change Leaders’ Strategies
• Accepting Feelings as Natural • Rethinking Resistance
▪ Managing Stress
▪ Giving First Aid
▪ Exercising Responsibility
▪ Creating Capability for
Change
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Strategies for Coping with Change (cont..)
Recipients’ Strategies
Change Leaders’ Strategies
Accepting Feelings as Natural
Rethinking Resistance
▪ Self-permission to feel and
mourn
▪ Taking time to work through
feelings
▪ Tolerating ambiguity
▪ As natural as self-protection
▪ As a positive step toward
change
▪ As energy to work with
▪ As information critical to the
change process
Managing Stress
Giving First Aid
▪ Maintaining physical well-being
▪ Seeking information about the
change
▪ Limiting extraneous stressors
▪ Taking regular breaks
▪ Seeking support
▪
▪
▪
▪
▪
Accepting emotions
Listening
Providing safety
Marking endings
Providing resources and
support
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Strategies for Coping with Change (cont..)
Recipients’ Strategies
Change Leaders’ Strategies
Exercising Responsibility
Creating Capability for Change
▪
▪
▪
▪
▪
▪
▪ Making organizational support of
risks clear
▪ Providing a continuing safety net
▪ Emphasizing continuities, gains of
change
▪ Helping employees explore risks,
options
▪ Suspending judgment
▪ Involving people in decision
making
▪ Teamwork
▪ Providing opportunities for
individual growth
Identifying options and gains
Learning from losses
Participating in the change
Inventorying strengths
Learning new skills
Diversifying emotional
investing
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Roles for Middle Managers
• Linking—with Above, Below, and Across
• Offering—as a Top, Bottom, and a Link
• Influence Up
• Championing Strategic Alternatives
• Synthesizing Information
• Influence Down
• Facilitating Adaptability
• Implementing Strategy
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Working Through the Phases of Change
1. Consider a significant and disruptive change
situation. Can you identify the different phases of
change? What phases are you aware of?
2. Can you identify strategies that recipients used or
could have used to help them work their way through
the different phases?
3. Can you identify strategies that change leaders used
or could have used to help recipients work their way
through the different phases?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Working Through the Phases of Change (cont..)
Aware
Strategies
Strategies Change
Yes/No Recipients Can Use Leaders Can Use
Pre-change
Anxiety
Shock
Defensive Retreat
Bargaining
Depression, Guilt,
and Alienation
Acknowledgment
Adaptation and
Change
• Does the model hold? Why or why not?
• What other consequences of change can you identify?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Closing Advice for Change Leaders
Thinking About Recipients
• Avoid coercion as a change strategy, if at all
possible
• Align systems & processes with the change—
when not aligned they can send conflicting
signals
• Reduce the intensity of change by making
change the norm
• Work to increase your tolerance for change,
become a change agent yourself, and avoid the
recipient traps
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Walking the Talk—Why?
• It’s all about trust and authenticity in the
person’s competence and character!
• Trust in change leaders creates confidence
in the proposed path
• Trust provides an environment for others to
take risks
• Remember—every change is a risk!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Walking the Talk – How?
• Get out there—don’t hide!
• Act as if you’re always on display
• Communicate clearly the why, what, how, when
& who of the change
• Talk about your personal responses to the
changes
• It’s ok to be excited, uncertain, determined,
frustrated, relieved
• Acknowledge missteps & mistakes—they will
happen
• Be empathetic—actively support and coach
others, show your willingness to listen and learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Assessing Recipient Openness to Change
Think of change you know of or
are involved with. How are the
recipients likely to rate the
following factors?
1. Past experience with change,
particularly changes similar to
that advocated
Score
Very
-ve
-10 -5 0 +5 +10 Very
___
+ve
2. Normal rate of change that has
been experienced by the
organization
Very Low -10 -5 0 +5 +10 Mod
or Very High
High
___
3. Recipients’ general
predisposition to change as
reflected in their personality
Late -10 -5 0 +5 +10 Early
Adopter
Adopter
___
4. Recipients believe they
understand nature of the
change and the reasons for it
Low
-10 -5 0 +5 +10 High
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
___
38
Assessing Recipient Openness to Change (cont..)
Score
5. Recipient’s personal belief about
the need for this particular
change
6. (a) Reactions of coworkers to the
change
(b) Strength of coworker relations
(norms)
Very -10 -5 0 +5 +10 Very
-ve
+ve
___
Very -10 -5 0 +5 +10 Very
-ve
+ve
Multiply #6a by #6b
Weak 0.1 0.3 0.5 0.7 1.0 Strong ___
7. Leader credibility
Low
-10 -5 0 +5 +10 High
8. Leader gains compliance through
fear versus gains commitment
through understanding &
empathy
Fear
-10 -5 0 +5 +10 Support ___
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
___
39
Assessing Recipient Openness to Change (cont..)
Score
9. Organizational credibility (i.e., will
it follow through on commitments
related to change)
Low
-10 -5 0 +5 +10 High
___
10.Congruence of systems and
processes with the proposed
change (or confidence that they
will be brought into congruence)
Very -10 -5 0 +5 +10 Very
___
Incongruent
Congruent
Predisposition to Change Index:
Scores can range from -100 to
+100
Overall Score
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
___
40
Summary
• This chapter deals with how recipients respond to change.
• Resistance isn’t inevitable —don’t assume as much
• Ambivalence often precedes resistance & influence is
easier at this point
• Understand reasons for resistance & put knowledge to work
(e.g., the impact of change on the psychological contract)
• Factors affecting how recipients view change & their change
reaction to disruptive change are discussed
• The chapter considers how recipients & change leaders can
better manage the process & minimize the negative effects
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
41
Chapter 6: Navigating Organizational
Politics and Culture
Chapter Overview
• Change leaders need to understand the informal
components of organizations—culture and power
• Understanding the cultural and power dynamics in
an organization is critical to a successful change
• Force Field Analysis and Stakeholder Analysis
are two key tools to analyze the informal
organizational system and how to change it
• Change leaders need to know themselves. They
are both stakeholder and key actors in the process
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
The Change Path Model
Awakening
Chapter 4
Mobilization
Chapters 5 through 8
Navigating Organizational
Politics and Culture
• Power Dynamics
• Perception of change and
the change equation
• Force field analysis
• Stakeholder analysis
Acceleration
Chapter 9
Institutionalization
Chapter 10
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
3
Power Dynamics:
Sources of Individual Power
• Position or authority power
• Network power
• Knowledge power
• Expert power
• Information power
• Personality power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
4
Power Dynamics:
Other Sources of Power
• Ability to cope with and absorb environmental
uncertainty
• Low Substitutability
• What you have to offer is scarce and not easy
substituted for
• Centrality to decision making, resources critical to
strategy or survival, or to work that others rely on
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
5
Resource, Process & Meaning Power
• Resource Power
• The access to valued resources in an organization
• Process Power
• The control over formal decision making arenas
and agendas
• Meaning Power
• The ability to define the meaning of things. Thus,
the meaning of symbols and rituals and the use of
language provide meaning power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Usage Frequency of Different Power Tactics
When Managers
Influence
Superiors
Most Popular
Tactic
Least Popular
Tactic
When Managers
Influence
Subordinates
Using & Giving Reasons
Using & Giving Reasons
Developing Coalitions
Being Assertive
Friendliness
Friendliness
Bargaining
Developing Coalitions
Being Assertive
Bargaining
Referring to Higher
Authority
Referring to Higher
Authority
Applying Sanctions
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.2
Assessing Your Power
1. What sources of power are you comfortable with and
which do you have access to?
2. Consider a particular context that you regularly find
yourself in. What could you do to increase the power you
have available? What types of power are involved?
3. How do the key players, structures, and systems in the
particular context influence the types and amount of
power available to you? How could you change this?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.2
Where Does Power Lie in Your Organization?
Pick an organization you know well:
1. What factors lead to power? Which departments carry more
weight? What behaviors are associated with having power?
2. Think of a change situation it faced. What types of power were
at play?
3. In Hardy’s terms, who controlled resources? Who had process
power? Meaning power?
4. Who had “yea-saying” and “nay-saying” power? On what
issues?
5. If you examine Table 6.1 in the book, what types of power were
used most often? What types are you most comfortable using
when you are attempting to influence others?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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When Does Change Occur?
Change Occurs When:
Perceived Benefits
of Change
Perceived Cost
of Change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Modified Change Equation
Change Occurs When:
Perception of Dissatisfaction
with the Status Quo
Perception of the Benefits
of Change
Perceived Cost of Change
Perception of the Probability
of Success
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Reactions to Change
• People react to change for many reasons
• Don’t equate support with friends and resistance with
enemies
• It may be ambivalence and not resistance you’re seeing
• People experience ambivalence and/or resist for many
reasons. Listen carefully so you can learn and refine
initiatives
• Don’t be blind to learning opportunities to refine analysis,
avoid problems areas, and strengthen initiatives
• The prospects of moving someone from resistance to
support increase when they feel their concerns and
insights have been understood and received
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Resistance to Change
• Resistance to change is normal and there
are often good reasons for it
• Don’t assume resistance is “bad” or
“negative”. It might be helpful
• Resistance usually contains information
that is useful—people have reasons that
they resist change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Reasons for Resistance
• Self-interest
• Misunderstanding and lack of trust
• Different assessments of the
consequences
• Low tolerance for change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Organizational / Individual
Consequences & Support for Change
Perceived Impact
of the Change on
the Organization
Perceived Impact of
the Change on the
Individual
Direction of Support of
the Change
Positive
Positive
Strong support for
change
Positive
Negative
Indeterminate, with
possible resistance
Neutral
Positive
Support for change
Neutral
Negative
Resistance to change
Negative
Positive
Indeterminate support
for change
Negative
Negative
Strong resistance to
change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Perceived Impact of Change
1. Consider the impact of a change on an organization you know
and consider the impact on the individuals concerned.
a) Were the impacts on the organization and affected
individuals both positive? Were they perceived that way?
2. What were the perceived costs of change? Were the
perceptions accurate? How could they be influenced?
3. What were the perceived benefits? What was the probability of
achieving these benefits? Were people dissatisfied with the
present state? What were the costs of not changing?
4. Were significant costs incurred prior to gaining benefits? Why
did they take the risk (incurring definite costs but indefinite
benefits)?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Force Field Analysis
Desired
State
Restraining
Forces
Current
State
Driving Forces
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Forces For and Against Change
Strong
R
E
S
I
S
T
A
N
C
E
No
Change
F
O
R
C
E
S
Discontinuous
Change
(Breakpoints)
No change
Weak
Sporadic
Change
Weak
Continuous
Change
CHANGE FORCE
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
Strong
18
Stakeholder Analysis
A stakeholder is…
Anyone who is influenced or could influence
the change you wish to make happen.
A stakeholder analysis is…
The process of understanding of the
motives, power base, alliances, goals, etc.
of all crucial stakeholders.
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis (cont.)
• Who are the stakeholders?
• What do they want?
• Do they support you? Why? Why not?
• What prevents them from supporting you?
• Who influences these stakeholders? Can you
influence the influencers?
• Can stakeholders be co-opted or involved in a
positive way?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Management: Savage et al.
Stakeholder Potential Threat
Low
High
High
Stakeholder
Potential
For
Cooperation
Mixed Blessing:
Collaborate
Supportive:
Involved
Non-Supportive:
Defend
Marginal:
Monitor
Low
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Map
Stakeholder # 1
(issues, needs, etc.)
Stakeholder # 3
(issues, needs, etc.)
Stakeholder # 5
(issues, needs, etc.)
Stakeholder # 2
(issues, needs, etc.)
Stakeholder # 4
(issues, needs, etc.)
Change Agent
Stakeholder # 6
(issues, needs, etc.)
Stakeholder # 8
Stakeholder # 7
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Roles in Networks
• Central Connectors
• People who link most people in an informal network with
each other
• Boundary Spanners
• Who connect an informal network with other parts of the
organization or other organizations
• Information Brokers
• Who join the different sub-groups together (and prevent
fragmentation)
• Peripheral Specialists
• Who have specialized expertise (and need freedom from
connections to maintain that expertise)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Dimensions of Networks
• Source of information
• Inside or outside of the functional area
• Social restrictions
• Tenure, hierarchy, and location determining
the network
• Source of connections
• Planned interactions or happenstance hallway
encounters
• Quality of the connections
• Relationship quality (short vs. long term, level
of trust and confidence in the information, etc.)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stages in the Change Process
Initial
Awareness
Interested
in the
Change
Wanting the
Change to
Happen
Ready to
Take Action
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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General Orientation Towards Change
• Innovators
• Early Adopters
• Early Majority
• Late Majority
• Late Adopters
Similar to consumer
adaptation profiles in
marketing, except
you are urging the
adoption of a
change, not a
product or service
• Non-adopters
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Type of Commitment Exhibited
• Opposed to the change
• Let it happen
• Help it happen
• Make it happen
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Managing the Strategic Consensus
High Understanding Low Understanding of
of the Change
the Change
High, Positive
Commitment to
the Change
Strong Consensus
Blind Devotion
Low, Positive
Commitment to
the Change
Informed Sceptics
Weak Consensus
Negative
Commitment to
the Change
Informed Opponents
Fanatical Opponents
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Analysis of the Stakeholders’
Readiness to Take Action
Predisposition to Change:
innovator, early adopter, early
Stakeholder’s
Name
majority, late majority, laggard
Current Commitment Profile:
resistant, ambivalent, neutral,
supportive or committed
Jones
Smith
Douglas
Green
Etc.
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.3
Force Field Analysis
Consider an organization change situation you are familiar with:
• What are the forces for change? Who is championing the
change? How strong and committed are these forces (Who will let
it happen; who will help it happen; who will make it happen)?
• How could these forces be augmented or increased? What forces
could be added to those that exist?
• What are the forces that oppose change?
• How could these forces be weakened or removed? What things
might create major resentment in these forces?
• Can you identify any points of leverage you could employ to
advance the change?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis Checklist
1. Who are the key stakeholders?
2. Is there a formal decision-maker with authority to authorize or
deny the change project? What are his/her attitudes to the
project?
3. What is the commitment profile of stakeholders? Do a
commitment analysis for each stakeholder.
4. Are they typically initiators, early adopters, early majority, late
majority, or laggards when it comes to change?
5. Why do stakeholders respond as they do? Does the reward
system drive them to support or oppose your proposal? What
consequences does your change have on each stakeholder?
Do the stakeholders perceive these as positive, neutral or
negative?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis Checklist (cont.)
6. What would change the stakeholders’ views? Can the reward
system be altered? Would information or education help?
7. Who influences the stakeholders? Can you influence the
influencers? How might this help?
8. What coalitions might be formed amongst stakeholders?
What alliances might you form? What ones might form to
prevent the change you wish?
9. By altering your position, can you keep the essentials of your
change and yet satisfy some of the needs of those opposing
change?
10. Can you appeal to higher order values and/or goals which
will make others view their opposition to the change as petty
or selfish?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Summary
• Change agents need to understand the power structures and
people in their organization—much of which may be informal and
emergent in nature
• Ambivalence to change is a natural reaction. Resistance to change
is likely (but not inevitable) and there is potential to use ambivalence
and resistance in a positive way. People react to change for good
reasons and change agents need to know those reasons.
• Force field analysis helps plot the major structural, system and people
forces at work in the situation and to anticipate ways to alter these
forces.
• Stakeholder analysis helps us understand the interactions between
key individuals and the relationships and power dynamics that
underpin the web of relationships
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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