Lesson38BehavioralResistanceToChange

Lesson38BehavioralResistanceToChange - Lesson:-38...

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Lesson:-38 Behavioural Resistance to Change Students today we shall learn about behavioral Reaction to change. How employees perceive a change greatly affects how they react to it. A. If employees cannot foresee how the change will affect them, they will resist the change or be neutral, at best. B. If employees clearly see that the change is not compatible with their needs and aspirations, they will resist the change. C. If employees see that the change is going to take place regardless of their objections, they may initially resist the change and then resignedly accept it. D. . If employees see that the change is in their best interests, they will be motivated to accept it. In spite of attempts to minimize the resistance to change in an organisation, some reactions to change are inevitable. Negative reactions may be manifested in overt behaviour, or change may be resisted more passively. People show four basic, identifiable reactions to change: disengagement, disidentification, disenchantment, and disorientation. Managers can use interventions to deal with these reactions as shown in Table 18.1. Disengagement is psychological withdrawal from change. The employee may appear to lose initiative and interest in the job. Employees who disengage may fear the change but take on the approach of doing nothing and simply hoping for the best. Disengaged employees are physically present but mentally absent. They lack drive and commitment, and they simply comply without real psychological investment in their work. Disengagement can be recognized by behaviours such as being hard to find or doing only the basics to get the job done. Typical disengagement statements include “No problem” or “This won’t affect me.” The basic managerial strategy for dealing with disengaged individuals is to confront them with their reaction and draw them out so that they can identify the concerns that need to be addressed. Disengaged employees may not be aware of the change in their behaviour, and they need to be assured of your intentions. Drawing them out and helping them air their feelings can lead to productive discussions. Disengaged people seldom become cheerleaders for the change, but they can be brought closer to accepting and working with a change by open communication with an emphatic manager who is willing to listen. Another reaction to change is disidentification. Individuals reacting in this way feel that their identity has been threatened by the change, and they feel very vulnerable. Many times they cling to a past procedure because they had a sense of mastery over it, and it
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gave them a sense of security. “My job is completely changed” and “I used to . . . . “ are verbal indications of disidentification. Become involved in the change and establish a feeling of ownership in the process. When employees are allowed to participate, they are more committed to the change.
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This note was uploaded on 05/20/2010 for the course BUSINESS Organizati taught by Professor N/a during the Spring '10 term at Open Uni..

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Lesson38BehavioralResistanceToChange - Lesson:-38...

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