mgmt 4263 5

mgmt 4263 5 - ChangeRecipients Chapter7 JusticeArticles...

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© Toolkit for Organizational Change Change Recipients Change Recipients Chapter 7 Justice Articles 1
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© Toolkit for Organizational Change Recipients of Change Recipients of Change Includes individuals  at multiple organizational levels! Perception is key to reactions Reactions can be positive or negative ambivalence often comes first   2
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© Toolkit for Organizational Change Individual Level Reactions to  Individual Level Reactions to  Change Change Affective Cognitive Behavioral Source: Jones (2010)   3
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© Toolkit for Organizational Change Ambivalence To Change Is No  Ambivalence To Change Is No  Surprise Surprise Mixed feelings are common Ambivalence generates discomfort After resolving ambivalence, feelings solidify (can  be positive or negative) 4
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© Toolkit for Organizational Change Resistance to Change Resistance to Change It’s normal! Not always bad Can provide useful information 5
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© Toolkit for Organizational Change Common Causes of Resistance and/or  Common Causes of Resistance and/or  Negative Reactions Negative Reactions Perceived negative outcomes for own interests Belief that (this) change is not needed or timely Flawed implementation Prior change experience Low tolerance for change  Breach of psychological contract 6
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© Toolkit for Organizational Change
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This note was uploaded on 03/14/2011 for the course MGMT 4263 taught by Professor Staff during the Spring '11 term at Arkansas.

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mgmt 4263 5 - ChangeRecipients Chapter7 JusticeArticles...

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