18 Jun WHEN IS RESISTANCE DETRIMENTAL AND DANGEROUS TO AN ORGANISATION?
SOC AUG16 DF4.4
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What methods to assess change stakeholder engagement are used in your organisation?
2. How appropriate are they?
3. What could be used?
Tristan Pham21 Aug, 2016 – 10:01:08
We have used stakeholder mapping analysis, so we can clearly see the key influencers and how they change over time. It is also a visual depiction of the inter-relationships (which often don’t coincide in terms of interests), and the power dynamics that exist.
This is particularly important in my organisation, an educational institution, as they tend to be quite hierarchical in nature but also the informal structures that also influence how decisions are accepted.
This helps to form a stakeholder gap analysis as well to understand what needs to change, either the strategy/change initiative or the stakeholder expectations. Although Cawsey does not refer directly to this, sometimes stakeholders will change their position, depending on events or other stakeholder stances. It is good to understand this to manage around this.
Cawsey also discusses how each stakeholder group will influence the change tools and tactics are used depending on where the stakeholders are in the change continuum (awareness or taking action or supporting action or resisting), and their predisposition to change.
Cawsey also discusses how by identifying early adopters, laggards, late adopter or non-adopters, you can focus early on the early adopters (and building the coalition) whilst keeping non-adopters and laggards up to date to avoid downstream backlash.
In summary, in an organisation that has powerful informal structures (formal or informal), the stakeholder analysis tool helps to visualise and track change barriers to move stakeholders along the change continuum.
Cawsey, Tupper; Deszca, Gene; Ingols, Cynthia; 2016, Organisational Change, An Action Oriented Toolkit. Sage Publications
SOC AUG16 DF5.4
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When is resistance detrimental and dangerous to an organisation?
2. What action must be taken by managers and change agents? Comment on other students postings.
Carolyn Talbot28 Aug, 2016 – 21:32:08
In a change process there are people who will resist to the change process strongly and will never change their minds.
We have a tendency to try and coerce them or change their mind or to win them over. If you let them inside the tent they will do so much damage that the change will be undermined. There will be always people whose reaction is negative. Some people will be upfront and some people will be quite. The tendency is to say if only we can spend more time with the person we will win them over . We may try to make them a key part of the team hoping they will feel ownership and so they don’t resist anymore. If they really are determined not to open their minds to the possibility of change they will cause mischief they can be extensive. They may go behind your back and undo the changes that you have made. They may promise to do something that they do not do.
In cases of significant change the only solution for managers and change agents is to keep them out of the way by either distracting them with other work or whatever else you can come up with. If you want the change to happen do not try to involve them, as it will only back fire.
Jason Clarke on his TED Talk Embracing Change describes people’s mindsets as open and closed against change and says that people have a choice. If people make the decision to close their mind to the opportunity of a change then there is not much more that can be done, except extract them from the process so they do not influence others.
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