The Change Process: When resistance is easier to prevent than to cure

Background: Strategic changes are often carried out with good intentions, but managers and subordinates may assess the change differently. Consequently, subordinates start to resist the change.

Purpose: The purpose of this thesis is to explore the internal resistance, which often is a consequence of strategic changes. We aim to draw conclusions based on the employees’ perception of how resistance to strategic changes should be prevented and handled…

Contents

1 INTRODUCTION
1.1 BACKGROUND
1.2 PROBLEM DISCUSSION
1.2.1 Problem Formulation
1.3 PURPOSE
1.4 DELIMITATION
1.5 A READER’S GUIDE
2 METHODOLOGY
2.1 THE CONCEPT OF SCIENCE
2.1.1 Ideals of Science
2.2 APPROACH OF METHOD
2.2.1 Case Studies
2.3 PRACTICAL PROCEDURE
2.3.1 Literature
2.3.2 Empirical Data
2.4 CRITICISM OF METHODOLOGY
3 RESISTANCE
3.1 THE CHANGE PROCESS
3.2 SYMPTOMS OF RESISTANCE
3.3 CAUSES OF RESISTANCE
3.3.1 Fears & Imagined Threats
3.3.2 Misunderstanding & Lack of Trust
3.3.3 Different Assessments
3.3.4 Inertia & Low Tolerance for Change
3.3.5 Wrong Methods
4 OVERCOMING RESISTANCE
4.1 THE MANAGER’S ROLE
4.1.1 The Creation of a Positive Environment
4.1.2 Communication
4.1.3 Participation & Involvement
4.1.4 Support & Education
4.1.5 The Creation of Credibility
4.1.6 Acceptance & Fairness
4.1.7 Timing
4.2 THE SWEDISH MODEL
SYDKRAFT
5.1 THE SYDKRAFT GROUP
5.1.1 The Interviewees
5.2 INFORMATION AT FIRST
5.3 EXPECTATIONS
5.4 CHANGES AFTER THE ACQUISITION
5.4.1 Part of a large Group & Privately Owned
5.4.2 Slower Decision Making Process & Less Participation
5.4.3 Reorganisation
5.4.4 The Tasks
5.5 REACTIONS
5.5.1 Reasons for the Reactions
5.6 EVALUATION OF THE CHANGE PROCESS
5.6.1 The Manager’s View
5.6.2 The Employees’ View
5.7 FUTURE EXPECTATIONS
6 ANALYSIS
6.1 SYMPTOMS
6.2 CAUSES
6.2.1 Inertia & Fears
6.2.2 Different Assessments
6.2.3 Wrong Methods
6.2.4 Further Causes of Resistance
6.3 THE CONCEPT OVERCOME
6.4 MANAGING VISIBLE RESISTANCE
6.5 MANAGING SUBTLE RESISTANCE
6.5.1 Speed
6.5.2 Information
6.5.3 Why Communication is Important
6.5.4 Who should communicate
6.5.5 When to communicate
6.5.6 What to communicate
6.5.7 How to communicate
6.5.8 Education & Participation
6.5.9 Acceptance & Fairness
7 CONCLUSION
REFERENCES
APPENDICES

Author: Fälth, Ann-Christine,Lundin, Jennie

Source: Linkoping University

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Category: HR Projects
The Change Process: When resistance is easier to prevent than to cure