CHPT 6 QUESTIONS TO CONSIDER
1. What is the motivation of the client system
to change?
2. What is it that makes an individual, a group,
or an organization believe that a change
would be beneficial?
3. What are the forces that interfere with and
restrict the implementation of a change
program?
4. What phases of resistance does a typical
change program go through?
5. What can a manager (you) do to increase the
probability of acceptance of a change
program?
LIFE CYCLE OF RESISTANCE TO
CHANGE
1. Phase I - Only a few people see the need for
change
2. Phase II - Forces for and against change
become evident.
3. Phase III - Direct conflict/showdown
between forces pro and con.
4. Phase IV - If supporters of change in power,
remaining resistance seen as stubborn and
nuisance.
5. Phase V - Resisters to change are few.
Change Factors
©2001 by Prentice Hall, Inc. Harvey/Brown Experiential Approach to Organization
Development 6/e
6-2
The Change Model
02001 by Prentice Hall, Inc. Harvey/Brown Experiential Approach to Organization
Development 6/e
6-3
DRIVING FORCES TOWARD
ACCEPTANCE OF CHANGE PROG.
1. Dissatisfaction with present situation.
2. External pressures toward change.
3. Momentum toward change.
4. Motivation by management.
RESTRAINING FORCES BLOCKING
IMPLEMENTATION OF CHANGE
PROGRAMS
1. Uncertainty regarding change.
2. Loss of existing benefits.
3. Threat to position power.
4. Conformity to norms and culture.
STRATEGIES TO LESSEN RESISTANCE
1. Education and communication.
2. Create a vision.
3. Participation of members in chge prog.
4. Facilitation and support.
5. Negotiation and agreement.
6. Leadership.
7. Reward Systems.
8.
Explicit and implicit coercion.
9. Climate conducive to communications.
10. Power strategies.