Critical thinking Organizational Culture ( Change Management Plans )

Any change management plan must consider the culture of an organization. For instance, some organizations prize the inclusion of their employees in all aspects of operations, while other organizations have a top-down approach to management. Creating a plan without taking this cultural background into context can be problematic for the success of a change initiative.

• Search the virtual library to find scholarly articles relative to change initiatives which apply to an organization in Saudi Arabia.
• Consider the impact on the individuals concerned and the impacts on the organization.
• Assess the cultural elements that you believe may impact the development of change strategies and implementation of change plans.
• Discuss the challenges the change initiative had to the organization.
• Develop a strategy that the organization could use to mitigate the challenges.

Your well-written paper should meet the following requirements:

• Be 4-5 pages in length, which does not include the title page and reference pages, which are never a part of the content minimum requirements.
• Use Saudi Electronic University academic writing standards and APA style guidelines.
• Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles.
• It is strongly encouraged that you submit all assignments into the Turnitin Originality Check prior to submitting it to your instructor for grading. If you are unsure how to submit an assignment into the Originality Check tool, review the Turnitin Originality Check – Student Guide for step-by-step instructions.
• Review the grading rubric to see how you will be graded for this assignment.

Chapter 6: Navigating Organizational Politics and Culture

Chapter Overview
Change leaders need to understand the informal components of organizations—culture and power
Understanding the cultural and power dynamics in an organization is critical to a successful change
Force Field Analysis and Stakeholder Analysis are two key tools to analyze the informal organizational system and how to change it
Change leaders need to know themselves. They are both stakeholder and key actors in the process
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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The Change Path Model
Navigating Organizational Politics and Culture
Power Dynamics
Perception of change and the change equation
Force field analysis
Stakeholder analysis
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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3

Awakening
Chapter 4

Acceleration
Chapter 9

Institutionalization
Chapter 10

Mobilization
Chapters 5 through 8

Power Dynamics:
Sources of Individual Power
Position or authority power
Network power
Knowledge power
Expert power
Information power
Personality power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Power Dynamics:
Other Sources of Power
Ability to cope with and absorb environmental uncertainty
Low Substitutability
What you have to offer is scarce and not easy substituted for
Centrality to decision making, resources critical to strategy or survival, or to work that others rely on
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Resource, Process & Meaning Power
Resource Power
The access to valued resources in an organization
Process Power
The control over formal decision making arenas and agendas

Meaning Power
The ability to define the meaning of things. Thus, the meaning of symbols and rituals and the use of language provide meaning power
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Usage Frequency of Different Power Tactics
When Managers Influence
Superiors When Managers Influence
Subordinates
Most Popular Tactic

Least Popular Tactic Using & Giving Reasons Using & Giving Reasons
Developing Coalitions Being Assertive
Friendliness Friendliness
Bargaining Developing Coalitions
Being Assertive Bargaining
Referring to Higher Authority Referring to Higher Authority
Applying Sanctions

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.2
Assessing Your Power
What sources of power are you comfortable with and which do you have access to?
Consider a particular context that you regularly find yourself in. What could you do to increase the power you have available? What types of power are involved?
How do the key players, structures, and systems in the particular context influence the types and amount of power available to you? How could you change this?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.2
Where Does Power Lie in Your Organization?
Pick an organization you know well:
What factors lead to power? Which departments carry more weight? What behaviors are associated with having power?
Think of a change situation it faced. What types of power were at play?
In Hardy’s terms, who controlled resources? Who had process power? Meaning power?
Who had “yea-saying” and “nay-saying” power? On what issues?
If you examine Table 6.1 in the book, what types of power were used most often? What types are you most comfortable using when you are attempting to influence others?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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When Does Change Occur?
Change Occurs When:
Perceived Benefits
of Change
Perceived Cost
of Change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Modified Change Equation
11
Perception of Dissatisfaction
with the Status Quo
Perception of the Benefits
of Change
Perception of the Probability
of Success
Perceived Cost of Change
Change Occurs When:

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Reactions to Change
People react to change for many reasons
Don’t equate support with friends and resistance with enemies
It may be ambivalence and not resistance you’re seeing
People experience ambivalence and/or resist for many reasons. Listen carefully so you can learn and refine initiatives
Don’t be blind to learning opportunities to refine analysis, avoid problems areas, and strengthen initiatives
The prospects of moving someone from resistance to support increase when they feel their concerns and insights have been understood and received
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Resistance to Change
Resistance to change is normal and there are often good reasons for it
Don’t assume resistance is “bad” or “negative”. It might be helpful
Resistance usually contains information that is useful—people have reasons that they resist change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Reasons for Resistance
Self-interest
Misunderstanding and lack of trust
Different assessments of the consequences
Low tolerance for change
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Organizational / Individual Consequences & Support for Change
Perceived Impact of the Change on the Organization Perceived Impact of the Change on the Individual Direction of Support of the Change
Positive Positive Strong support for change
Positive Negative Indeterminate, with possible resistance
Neutral Positive Support for change
Neutral Negative Resistance to change
Negative Positive Indeterminate support for change
Negative Negative Strong resistance to change

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Perceived Impact of Change
Consider the impact of a change on an organization you know and consider the impact on the individuals concerned.
Were the impacts on the organization and affected individuals both positive? Were they perceived that way?
What were the perceived costs of change? Were the perceptions accurate? How could they be influenced?
What were the perceived benefits? What was the probability of achieving these benefits? Were people dissatisfied with the present state? What were the costs of not changing?
Were significant costs incurred prior to gaining benefits? Why did they take the risk (incurring definite costs but indefinite benefits)?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Force Field Analysis
Desired State
Current State

Restraining Forces
Driving Forces

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Forces For and Against Change
No change
Strong
Strong
Weak
Weak
R
E
S
I
S
T
A
N
C
E
F
O
R
C
E
S
CHANGE FORCE
No
Change
Sporadic
Change
Discontinuous
Change
(Breakpoints)
Continuous
Change
Status Quo
Dominates
Change
Dominates
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis
A stakeholder is…
Anyone who is influenced or could influence the change you wish to make happen.
A stakeholder analysis is…
The process of understanding of the motives, power base, alliances, goals, etc. of all crucial stakeholders.
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis (cont.)
Who are the stakeholders?
What do they want?
Do they support you? Why? Why not?
What prevents them from supporting you?
Who influences these stakeholders? Can you influence the influencers?
Can stakeholders be co-opted or involved in a positive way?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Management: Savage et al.
High
High
Low
Low
Stakeholder Potential Threat
Stakeholder
Potential
For
Cooperation
Mixed Blessing:
Collaborate
Supportive:
Involved
Non-Supportive:
Defend
Marginal:
Monitor
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Map
Stakeholder # 1
(issues, needs, etc.)
Stakeholder # 2
(issues, needs, etc.)
Stakeholder # 3
(issues, needs, etc.)
Stakeholder # 4
(issues, needs, etc.)
Stakeholder # 5
(issues, needs, etc.)
Stakeholder # 6
(issues, needs, etc.)
Stakeholder # 7
Stakeholder # 8
Change Agent

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Roles in Networks
Central Connectors
People who link most people in an informal network with each other
Boundary Spanners
Who connect an informal network with other parts of the organization or other organizations
Information Brokers
Who join the different sub-groups together (and prevent fragmentation)
Peripheral Specialists
Who have specialized expertise (and need freedom from connections to maintain that expertise)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Dimensions of Networks
Source of information
Inside or outside of the functional area
Social restrictions
Tenure, hierarchy, and location determining the network
Source of connections
Planned interactions or happenstance hallway encounters
Quality of the connections
Relationship quality (short vs. long term, level of trust and confidence in the information, etc.)
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stages in the Change Process
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Initial Awareness

Interested in the Change

Wanting the Change to Happen

Ready to Take Action

General Orientation Towards Change
Innovators
Early Adopters
Early Majority
Late Majority
Late Adopters
Non-adopters

Similar to consumer adaptation profiles in marketing, except you are urging the adoption of a change, not a product or service
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Type of Commitment Exhibited
Opposed to the change
Let it happen
Help it happen
Make it happen
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Managing the Strategic Consensus
High Understanding of the Change Low Understanding of the Change
High, Positive Commitment to the Change Strong Consensus Blind Devotion
Low, Positive Commitment to the Change Informed Sceptics Weak Consensus
Negative Commitment to the Change Informed Opponents Fanatical Opponents

.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Analysis of the Stakeholders’
Readiness to Take Action

Jones
Smith
Douglas
Green
Etc.
Stakeholder’s
Name
Aware
Interested
Desiring Change
Taking Action
Predisposition to Change: innovator, early adopter, early majority, late majority, laggard
Current Commitment Profile: resistant, ambivalent, neutral, supportive or committed
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 6.3
Force Field Analysis
Consider an organization change situation you are familiar with:
What are the forces for change? Who is championing the change? How strong and committed are these forces (Who will let it happen; who will help it happen; who will make it happen)?
How could these forces be augmented or increased? What forces could be added to those that exist?
What are the forces that oppose change?
How could these forces be weakened or removed? What things might create major resentment in these forces?
Can you identify any points of leverage you could employ to advance the change?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis Checklist
Who are the key stakeholders?
Is there a formal decision-maker with authority to authorize or deny the change project? What are his/her attitudes to the project?
What is the commitment profile of stakeholders? Do a commitment analysis for each stakeholder.
Are they typically initiators, early adopters, early majority, late majority, or laggards when it comes to change?
Why do stakeholders respond as they do? Does the reward system drive them to support or oppose your proposal? What consequences does your change have on each stakeholder? Do the stakeholders perceive these as positive, neutral or negative?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stakeholder Analysis Checklist (cont.)
What would change the stakeholders’ views? Can the reward system be altered? Would information or education help?
Who influences the stakeholders? Can you influence the influencers? How might this help?
What coalitions might be formed amongst stakeholders? What alliances might you form? What ones might form to prevent the change you wish?
By altering your position, can you keep the essentials of your change and yet satisfy some of the needs of those opposing change?
Can you appeal to higher order values and/or goals which will make others view their opposition to the change as petty or selfish?
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Summary
Change agents need to understand the power structures and people in their organization—much of which may be informal and emergent in nature

Ambivalence to change is a natural reaction. Resistance to change is likely (but not inevitable) and there is potential to use ambivalence and resistance in a positive way. People react to change for good reasons and change agents need to know those reasons.

Force field analysis helps plot the major structural, system and people forces at work in the situation and to anticipate ways to alter these forces.

Stakeholder analysis helps us understand the interactions between key individuals and the relationships and power dynamics that underpin the web of relationships
.Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders

Chapter Overview
This chapter deals with those on the receiving end of change
View recipients as stakeholders and revisit assumptions and approaches to ambivalence and resistance if or when it occurs
Changes that alter people’s sense of their psychological contract need to be approached with care
When disruptive change occurs, recipient stakeholders go through a predictable series of reactions to change
Recipients often respond emotionally to change and their view of change are influenced by their personalities, experiences, their peers, and by the change leaders
The present-day challenge is to make change the norm and encourage recipients to be change leaders and implementers
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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2

The Change Path Model
Recipients and Internal Stakeholders
Responses to change: +ve, ambivalence, and –ve
Psychological contract
Stages of reaction to change
Impact of personality, experience on change
Managing forward with recipients and internal stakeholders
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Awakening
Chapter 4

Acceleration
Chapter 9

Institutionalization
Chapter 10

Mobilization
Chapters 5 through 8

Recipients
Reactions vary from positive to negative, and ambivalence often comes first
Recipients do not always react negatively—it depends on how they perceive the change
Recipients will have questions and concerns, as they attempt to make sense of the change
Resistance is not inevitable—listen, work to understand and respond in ways that build understanding and support
Do this early and often—don’t wait for ambivalence to become resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Channeling Feelings for the Change
Channel energy in positive ways, not letting enthusiasm overwhelm legitimate concerns
Recognize mixed feelings and seek to understand them
Use respected, positively oriented individuals in positions of influence concerning the change
Pace the change. Remember that going too slow can lose enthusiastic support and going too fast will choke those who are doubtful.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Ambivalence to Change Is No Surprise
Mixed feelings are common as recipients try to make sense of the change
Ambivalence generates discomfort as they seek to resolve a multitude of issues about the change:
People find it easier to voice concerns about conflicting beliefs than about conflicting emotions
Once they resolve their ambivalence, feelings solidify and subsequent change to attitudes become more difficult to change again
Invest the time needed at the front end of the change to respond to ambivalence positively—or prepare to face a more difficult task later, when it turns to resistance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Responding to Mixed Feelings About the Change
Focus on helping people make sense of the proposed organizational change
Listen for information that may be helpful in achieving the change
Constructively reconcile their ambivalence
Sort out what actions are now needed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Common Causes of Negative Reactions
Negative consequences perceived to outweigh the benefits
Flawed communication process
Concern that the change has been ill conceived
Lack of experience with change or locked into old habits
Prior negative experience with a similar change
Prior negative experience with those advocating change
The negative reactions of others that recipients trust and/or with whom they will have to work in the future
The change process seen to lack procedural or distributive justice and breaching their “contract”
Fear that they lack skills they’ll need to perform well
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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8

Perceptions of Fairness & Justice
Perceptions of Fairness & Justice
Will influence how recipients view and react to the change
Procedural Justice
Was the process managed in a fair and equitable way?
Distributive Justice
Was the end decision a fair one?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Is It Resistance…
or Is Something Else Going On?
We often misinterpret impediments to change as caused by resistant recipients
Impediments are much more likely to come from problems related to the misalignment of structures and systems than from individuals engaged in resistance
Blaming individuals rather than addressing misaligned structures and systems will worsen the situation
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Managers as Recipients
Recipients of change are not just those in front-line roles
Supervisors, middle, and even senior managers are often recipients of the organizational change
Managers often try to manage up, down, and laterally to cope with change; they try to shape it and deal with implementation on their own terms
Coping with change while trying to link, influence, and implement is difficult
If you are a change recipient in these middle roles, be aware of how this can affect your judgment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.3
Personal Reactions to Change
Think about times when you have been a recipient of change:
What was the change and how was it introduced?
What was the impact on you?
What was your initial reaction?
Did your attitudes change over time? Why or why not?
Was there a pattern to your response?
Under what circumstances did you support the change? When did you resist? What can you generalize from your reactions?
If you experienced ambivalence, how did you resolve it and what happened to your attitudes toward the change?
Have your experiences with change been largely positive, negative, or mixed? Have they colored your expectations about the future?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Psychological Contract
The psychological contract represents the sum of the implicit and explicit agreements we believe we have with our organization
It defines our perceptions of the terms of our employment relationship and includes our expectations for ourselves and for the organization, including organizational norms, rights, rewards, and obligations
Changes often disrupt recipients’ psychological contracts
When unilateral changes are made to psychological contracts, negative reactions can be expected
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.5—Disruption of the Psychological Contract
Think about a change initiative that you are aware of:
What was the psychological contract?
How did the change disrupt the psychological contract?
What were the reactions to these disruptions to the contract?
What steps could have reduced the negative effects stemming from the disruption?
How should a new psychological contract have been developed with affected individuals?
If you were a recipient, what steps could you take to better manage your way through the development of a new contract?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Stages of Reaction to Change
Before the Change During the Change After the Change
Anticipation & Anxiety Phase Shock, Denial, & Retreat Phase Acceptance Phase
Issues: Coping with uncertainty and rumors
Pre-change Anxiety Issues: Coping with the announcement and associated fallout, reacting to the new “reality”
Shock
Defensive Retreat
Bargaining
Depression, Guilt, and/or Alienation Issues: Putting effects of change behind you, acknowledging the change, achieving closure, and moving on to new beginnings— adaptation and change
Acknowledgment
Adaptation & Change

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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In the Midst of Change, Change Is About…
Ambiguity
Risk
Denial
Anger
Fear
Resentment
Excitement
Exploration
Determination & Commitment
Tension
Satisfaction
Pride
Lots of Other Potentially Conflicting Emotions
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.4—Your Normal Reaction to Innovation & Change
When you find yourself dealing with matters of innovation and change, how do you typically react?
Do you fall into the category of innovator or early adopter?
Or do you generally fit into the early majority category? If the experiences of early adopters are positive, you take the risk.
Or are you in the category of the late majority? You wait until the innovation has been tried and tested by many before adopting.
Or do you avoid adopting until the vast majority have done so? In other words are you a late adopter or even a non-adopter, until forced to do so?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Recipient’s Past Experience with Change & Perceived Risk
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Personality and the Change Experience
Change Experience
Little Some Frequent Chaos
Individuals with High Tolerance for Ambiguity and Change
Individuals with Low Tolerance for Ambiguity and Change

Boredom
Energized
Negative Stress Effects
Comfort
Stress Discomfort Rises
Severe Distress
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Personality & Change
PERFORMANCE
Low AMOUNT OF CHANGE High

High Need for Change Individuals
Low Need for Change Individuals
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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What Is Your Tolerance for Change?
What is your tolerance for change? What level of turbulence and ambiguity at work do you find most stimulating and satisfying?
How do you react when the rate of change is likely to remain quite low?
How do you react when the rate of change is moderate? What constitutes a moderate for you? Are your tolerance levels lower or higher than others you know?
What price do you find you pay when the rate of turbulence and ambiguity exceed what you are comfortable with?
Have you had to cope with prolonged periods of serious upheaval? Have these affected your acceptance of change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Influence of Coworkers on Change Recipients
Coworkers and Work Teams will greatly influence Change Recipients’ views toward the organizational change.
Coworkers who are trusted will have greater influence.
Cohesive teams will tend to become more cohesive when threatened.
Cohesive teams will be influential.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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How Trusted Peers Influence Recipients
Opinions of Those Trusted by Recipients* Recipients’ Initial Attitude to the Change Possible Implication
Positive Toward the Change Positive Toward the Change Very motivated to support
Negative Toward the Change Initially opposed but may move to support due to new information from trusted others + peer pressure
Negative Toward the Change Positive Toward the Change Support of the change may be weakened or silenced due to information offered by trusted peers + peer pressure
Negative Toward the Change Opposition to the change is reinforced by the views of trusted peers

* As the cohesion of coworkers increases, so too does their influence
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Feelings About Change Leaders Matter
How people react to change is also influenced by their perceptions of the change leader
They are more likely to respond positively to the change if:
they trust and respect these leaders
they believe their perspectives and interests are recognized
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Minimizing Cynicism Toward Change
Meaningful engagement of recipients with decisions that affect them
Emphasize and reward supervisors who foster two-way communications, good working relationships, and show consideration and respect for employees
Timely, authentic communications—keep people informed and include honest appraisals of risks, costs, benefits, and consequences
Keep surprises to a minimum via regular communications about changes, anticipating questions and concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Minimizing Cynicism Toward Change (cont..)
Enhance credibility by:
using credible spokespersons who are liked and trusted
using positive messages that appeal to logic and consistency
using multiple channels and repetition
Acknowledge mistakes and make amends
Publicize successful changes and progress
Use 2-way communications to see change from employees’ perspective—this will aid planning & future communications
Provide opportunities for employees to express feelings, receive validation and reassurance. Address their concerns
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.6—Leadership &
Change Recipients
Think of an example of change leadership:
How was leadership exercised?
Was the leader trusted?
Did he/she deserve the trust given?
What kind of power did the leader use?
How were change messages conveyed? Were they believable?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Toolkit Exercise 7.6—Leadership & Change Recipients (cont..)
Did systems and processes support, or at minimum, not impair the change leader’s messages?
Was there a sense of continuity between the past and anticipated future? How was this developed and communicated? Impact?
What can you learn about the impact of the leader on people and stakeholders as a result of your responses to the above?
What can you learn about the impact of organizational systems and processes on the people and stakeholders?
Talk to others about their experiences. Can you generalize? In what way? What cannot be generalized?

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Strategies for Coping with Change
Recipients’ Strategies Change Leaders’ Strategies
Accepting Feelings as Natural

Managing Stress

Exercising Responsibility Rethinking Resistance

Giving First Aid

Creating Capability for Change

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Strategies for Coping with Change (cont..)
Recipients’ Strategies Change Leaders’ Strategies
Accepting Feelings as Natural
Self-permission to feel and mourn
Taking time to work through feelings
Tolerating ambiguity Rethinking Resistance
As natural as self-protection
As a positive step toward change
As energy to work with
As information critical to the change process
Managing Stress
Maintaining physical well-being
Seeking information about the change
Limiting extraneous stressors
Taking regular breaks
Seeking support Giving First Aid
Accepting emotions
Listening
Providing safety
Marking endings
Providing resources and support

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Strategies for Coping with Change (cont..)
Recipients’ Strategies Change Leaders’ Strategies
Exercising Responsibility
Identifying options and gains
Learning from losses
Participating in the change
Inventorying strengths
Learning new skills
Diversifying emotional investing
Creating Capability for Change
Making organizational support of risks clear
Providing a continuing safety net
Emphasizing continuities, gains of change
Helping employees explore risks, options
Suspending judgment
Involving people in decision making
Teamwork
Providing opportunities for individual growth

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Roles for Middle Managers
Linking—with Above, Below, and Across
Offering—as a Top, Bottom, and a Link
Influence Up
Championing Strategic Alternatives
Synthesizing Information
Influence Down
Facilitating Adaptability
Implementing Strategy
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Working Through the Phases of Change
Consider a significant and disruptive change situation. Can you identify the different phases of change? What phases are you aware of?
Can you identify strategies that recipients used or could have used to help them work their way through the different phases?
Can you identify strategies that change leaders used or could have used to help recipients work their way through the different phases?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Working Through the Phases of Change (cont..)
Aware Strategies Strategies Change
Yes/No Recipients Can Use Leaders Can Use
Pre-change Anxiety
Shock
Defensive Retreat
Bargaining
Depression, Guilt,
and Alienation
Acknowledgment
Adaptation and Change

Does the model hold? Why or why not?
What other consequences of change can you identify?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Closing Advice for Change Leaders Thinking About Recipients
Avoid coercion as a change strategy, if at all possible
Align systems & processes with the change— when not aligned they can send conflicting signals
Reduce the intensity of change by making change the norm
Work to increase your tolerance for change, become a change agent yourself, and avoid the recipient traps
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Walking the Talk—Why?
It’s all about trust and authenticity in the person’s competence and character!
Trust in change leaders creates confidence in the proposed path
Trust provides an environment for others to take risks
Remember—every change is a risk!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Walking the Talk – How?
Get out there—don’t hide!
Act as if you’re always on display
Communicate clearly the why, what, how, when & who of the change
Talk about your personal responses to the changes
It’s ok to be excited, uncertain, determined, frustrated, relieved
Acknowledge missteps & mistakes—they will happen
Be empathetic—actively support and coach others, show your willingness to listen and learn
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Assessing Recipient Openness to Change
Think of change you know of or are involved with. How are the recipients likely to rate the following factors? Score
Past experience with change, particularly changes similar to that advocated Very -10 -5 0 +5 +10 Very ___
-ve +ve
Normal rate of change that has been experienced by the organization Very Low -10 -5 0 +5 +10 Mod ___
or Very High High
Recipients’ general predisposition to change as reflected in their personality Late -10 -5 0 +5 +10 Early ___
Adopter Adopter
Recipients believe they understand nature of the change and the reasons for it Low -10 -5 0 +5 +10 High ___

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Assessing Recipient Openness to Change (cont..)
Score
Recipient’s personal belief about the need for this particular change Very -10 -5 0 +5 +10 Very ___
-ve +ve
(a) Reactions of coworkers to the change

(b) Strength of coworker relations (norms) Very -10 -5 0 +5 +10 Very
-ve +ve
Multiply #6a by #6b

Weak 0.1 0.3 0.5 0.7 1.0 Strong ___
Leader credibility Low -10 -5 0 +5 +10 High ___
Leader gains compliance through fear versus gains commitment through understanding & empathy Fear -10 -5 0 +5 +10 Support ___

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Assessing Recipient Openness to Change (cont..)
Score
Organizational credibility (i.e., will it follow through on commitments related to change) Low -10 -5 0 +5 +10 High ___
Congruence of systems and processes with the proposed change (or confidence that they will be brought into congruence) Very -10 -5 0 +5 +10 Very ___
Incongruent Congruent
Predisposition to Change Index:
Scores can range from -100 to +100 Overall Score ___

Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Summary
This chapter deals with how recipients respond to change.

Resistance isn’t inevitable —don’t assume as much

Ambivalence often precedes resistance & influence is easier at this point

Understand reasons for resistance & put knowledge to work (e.g., the impact of change on the psychological contract)

Factors affecting how recipients view change & their change reaction to disruptive change are discussed

The chapter considers how recipients & change leaders can better manage the process & minimize the negative effects
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Degree of
Perceived
Risk
Associated
with the Particular
Change
HighLowLong Period
of Minimal
ChangeModerate
Rates of
ChangeProlonged Periods
of Upheaval or
Extreme Change
Normal Rate of Change in the Organization

Degree of Perceived Risk Associated with the Particular Change
High
Low

Long Period of Minimal Change
Moderate Rates of Change
Prolonged Periods of Upheaval or Extreme Change
Normal Rate of Change in the Organization