Organizational Behavior (Stephen Robbins)

(Joyce) #1
Also, it is important to communicate and celebrate early successes to keep the momen-
tum going, as change is a lengthy process. Kotter and Schlesinger have identified six
tactics organizations use to deal with resistance to change:^59


  • Education and communication. Resistance can be reduced through communicat-
    ing with employees to help them see the logic of a change. Communication
    can be achieved through one-on-one discussions, memos, group presenta-
    tions, or reports.

  • Participation and involvement. It is difficult for individuals to resist a change
    decision in which they have participated. Before making a change, those
    opposed can be brought into the decision process. Assuming that the partici-
    pants have the expertise to make a meaningful contribution, their involve-
    ment can reduce resistance, obtain commitment, and increase the quality of
    the change decision.

  • Facilitation and support. Organizations undergoing change can offer a range of
    supportive efforts to reduce resistance such as employee counselling and ther-
    apy, new-skills training, or a short paid leave of absence.

  • Negotiation and agreement. Another way for organizations to deal with potential
    resistance to change is to exchange something of value for less resistance. For
    instance, if the resistance is centred in a few powerful individuals, a specific
    reward package can be negotiated that will meet their individual needs.

  • Manipulation and co-optation. Manipulation refers to covert influence attempts.
    Twisting and distorting facts to make them appear more attractive, withholding
    undesirable information, and creating false rumours to get employees to accept
    a change are all examples of manipulation. Co-optation, on the other hand, is
    a form of both manipulation and participation. It seeks to “buy off” the leaders
    of a resistance group by giving them a key role in the change decision.

  • Explicit and implicit coercion. Coercion is the application of direct threats or
    force upon the resisters. If the corporate management is determined to close a
    manufacturing plant should employees not acquiesce to a pay cut, then coer-
    cion would be the label attached to its change tactic. Other examples of coer-
    cion are threats of transfer, loss of promotions, negative performance
    evaluations, and poor letters of recommendation.
    Exhibit 10-12 on page 355describes when each of these approaches is best used, and
    the advantages and drawbacks of each.


The Politics of Change
No discussion of resistance to change would be complete without a brief mention of the
politics of change. Because change invariably threatens the status quo, it inherently
implies political activity.^60
Politics suggests that the demand for change is more likely to come from employees
who are new to the organization (and have less invested in the status quo) or man-
agers who are slightly removed from the main power structure. Those managers who have
spent their entire careers with a single organization and eventually achieve a senior
position in the hierarchy are often major impediments to change. Change itself is a
very real threat to their status and position. Yet they may be expected to implement
changes to demonstrate that they are not merely caretakers.
By trying to bring about change, senior managers can symbolically convey to various
constituencies—stockholders, suppliers, employees, customers—that they are on top
of problems and adapting to a dynamic environment. Of course, as you might guess,

354 Part 4Sharing the Organizational Vision

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