Conversation change is initiated than to change

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conversation (change is initiated than to change itself) Resistance = function of ongoing background conversation which create context not a personal phenomenon but a social systemic one di ff erent contexts will generate di ff erent meanings, actions and forms of resistance Three types of background conversation (link to Kirkpatrick) - Complacency - looking to past success and making case for leaving things as they are - no new way needed - Resignation - looking at past failure - giving up trying because we know we will fail - discouragement or hopelessness - Cynicism - also looking at past failure - reflect distrust or disbelief in others - questioning motive of change leaders Hence need to: - 1 - Examine complacent, resigned and cynical background conversation and uncover the reasons that underlie resistance to change - 2 - Create and sustain new di ff erent background conversations that can frame more positive reactions to change - Managing resistance to change Paton and McCalman (2000) „not all resistance to change need to be negative“ - Rational and shared resistance to proposed change may signal that it night not be in the best interest of key stakeholders - e.g. change to cut cost but also a threat to product safety -> threat to consumer and long-term competitiveness - Communicate e ff ectively: clarify reasons for change, ensure shared meanings around its implications and that change message does not get distorted throughout change project - Encourage employee involvement: ensure greatest degree of acceptance by all stakeholders through a process of participation and negotiation - Develop action plan: identify and manage key change leaders and stakeholders, work on change objectives, establish roles, build coalitions 6 Downloaded by Shameer Babu Thonnan Thodi ([email protected]) lOMoARcPSD|4323350
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Donnerstag, 14. Dezember 2017 Leaders/agents: reduce resistance to change and ensure successful implementation of change projects - Force field analysis - positioning tool for diagnosing the forces driving and resisting change Help to answer questions like: - What are the forces at play? - Which of these forces are for and against change? - What is the magnitude of their influence? - What can be done to reinforce forces driving change? - What can be done to overcome the forces resisting change? Psychological Contract „Although implicit and unwritten, the psychological contract can have greater impact on the employment relationship than legal work contract“ - Concept & Key Characteristics Concept: Psychological contract = formed when we surrender some of our freedom from restriction in exchange for a similar surrender by another; but by giving up sth voluntarily, each gets much more than it might be possible otherwise (Rosseau, 1995) - include intricate interactions throughout life of the employment relationship that cannot be adequately described by a static written contract - „Individual beliefs, shaped by the organization, regarding terms of an exchange agreement between individuals and their organization“ (Rosseau, 1995) -
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  • Fall '19
  • Shameer Babu Thonnan Thodi

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