Table of contents
Introduction
1 Methods of overcoming the resistance of the Changes in teams
2 Causes and methods to overcome resistance to collective organizational changes on the example of the enterprise
3 Terms of least resistance collective organizational changes
Conclusion
References
Introduction
Any modern company has to change to adapt to changing market conditions. This statement during an axiom, and even commonplace. The need for organizational change is understood by all, but as you know, the staff, even the most advanced companies resist change. Of whether the resistance overcome and how much it will cost to the enterprise directly affects their efficiency and, ultimately, the success and survival. Especially since it seems relevant for Russia, which is still a vast field of work and to improve the enterprises to the world level, and to change the people themselves, their ability to operate in a market environment.
The aim of this work - a detailed study of methods of overcoming the resistance of the collective organizational changes in the company. The investigated companies were presented the company of "Novosibirskkniga."
As part of this goal were set and solved the following problems:
1. the basic methods of overcoming the resistance of the collective;
2. studied the subject at the example of the enterprise of "Novosibirskkniga."
Special attention is given to methods of overcoming the resistance of the collective organizational resistances in the enterprise, designed by J. Cotter and L. Schlesinger.
Rassmotirim a number of methods to overcome resistance to change: information and communication, participation and involvement, assistance and support, negotiation and agreement, manipulation and co-optation, explicit and implicit coercion. The choice of approach is defined as the degree of intensity of resistance, and situational factors.
January 1 Methods of overcoming the resistance of the team changes
How can develop a strategy to overcome resistance to change? Typically, the answer to this question is not easy. First of all, because there are no two completely identical organizations, so there are no universal rules to overcome the resistance. As noted by John Kotter and LA Schlesinger, many managers underestimate not only the diversity with which people can react to changes in the organization, but also what positive impact these changes may have on individuals and groups. However, there are still quite a number of generic methods to overcome resistance to organizational change. There is a technique E. Hughes (1975) and John Kotter and LA Schlesinger. More detail we consider a group of techniques proposed by John Kotter and LA Schlesinger [1].
John Kotter and Schlesinger L. ppeodoleniya offer the following methods of resistance to change:
Information and communication. One of the most common ways to overcome resistance to the implementation of the strategy is to first inform people. A picture of the upcoming strategic changes helps to understand the need for these changes and their rationale. The process of informing may include one-on-one discussions, group workshops or reports. In practice this is done, for example, by holding seminars for managers Manager of the lower levels.
The participation and involvement. If
Help and support can be carried out as providing the opportunity to learn new skills, free time employees for training, just an opportunity to be heard and to receive emotional support. Help and support is especially needed when the resistance lie at the basis of fear and anxiety. Seasoned severe managers typically ignore these kinds of resistance, as well as the efficiency of this method of controlling the resistance [3].
Negotiations and agreements. Another way to combat resistance is to provide incentives for active or potential opponents of change. For example, a manager can offer the employee a higher salary in exchange for a change in job assignment, it can enhance the individual employee pension in return for an earlier date of retirement. Negotiations are particularly suitable when it is clear that someone loses as a result of changes, but nevertheless has a substantial resistance force.
Manipulation and co-optation. In some situations, managers are trying to hide their intentions from other people, using manipulation. Manipulation in this case involve the selective use of information and conscious of the events in a specific, favorable to the initiator of change order. One of the most common forms of manipulation - co-optation. Co-optation of personality implies giving her desired role in planning and implementing change. Co-optation of the team includes providing one of its leaders, or anyone who respects the group, a key role in planning and implementing change. [4]
Explicit and implicit coercion. Managers often overcome resistance by coercion. In general, they cause people to submit a strategic change by covert or overt threats (threatening loss of employment, advancement opportunities, etc.), or by the actual dismissal, or by transfer to a lower paying job. As well as the manipulation, the use of coercion - it is a risky process, because people always resist the imposed change. However, in situations where you need to quickly implement the strategy, and where it is not popular, no matter how it is done, coercion may be the only option for the manager.
Successful implementation of the strategy of the organization is always characterized by a skilful use of a number of these approaches, often in various combinations ..
The most common error management is to use only one or a limited number of approaches regardless of the situation. This applies to the stern boss who often resorted to coercion and management, based on their employees, who are constantly trying to attract and keep their men, and the chief-cynic, always manipulating their employees and often resorting to co-optation, and intelligent manager, who relies heavily on education and communication, and, finally, the manager of a lawyer type who always tries to negotiate.
2 Causes and methods to overcome resistance to collective organizational changes on the example of the enterprise
Consider studied in this paper on the example of the theme of "Novosibirskkniga."
In the study, under the theme was interviewed director of this company. Consider a perfectly ordinary for modern enterprise situation. Previously, accounting of "Novosibirskkniga" worked in the program BEST-4. Since the beginning of 2006. management decided to go for the program 1C. It turned out that the implementation of the program of development of resistance by the staff exceeded all expectations consequences.
Our study showed that in the target company the most common causes of resistance were as follows:
- Non-recognition of problems or inconsistencies in the understanding of its causes.
- Fears of increasing workload.
- "Imposition" of changes.
- Ignoring the traditions.
- "Revolutionary" changes.
- The absence of communication with management.
- Distrust of initiating reforms.
To overcome the resistance of the enterprises undertaken by a variety of methods, which can be divided into three groups:
- "Hard": these include forcing employees to work under the new rules, their replacement and dismissal;
- "Soft": these include the involvement of employees in the change process, creating opportunities for them to make proposals on the goals and methods of the changes discussed with the staff of organizational decisions taken, the belief in the necessity and correctness of methods for change, training related professions and new ways of working, information about the plans and progress of the change;
- "Compromise" - the conclusion of "transactions," the creation of guarantees non-worsening situation of employees, a decrease of radical change.
The most effective way of overcoming the resistance of staff organizational change is the dismissal or demotion of individual employees. This impact is clear: there is no man - no problem, but is not it too expensive solution? So it was before.
The most effective are the known "soft" methods of [5].
Indeed, in most cases, before resorting to dismissal or replacement of staff, the management tried to involve them in the process of change or be persuaded to such a change. But the agreement did not succeed. "Be sure to try to convince employees of the need to work in new ways. But if you can not convince, then the part with such workers - the best solution for him and for the company", - the director of "Novosibirskkniga."
The method of engagement, according to the head, is efficient and effective. Why is it not used as a primary method of overcoming the resistance? The most important reason - lack of time, according to the company's management, "The downside of involvement - for the use of this method requires a lot of time, which is often not there. Idealizing this method, the company can stay on the sidelines."
As to the specific situation under consideration with the transition to 1C in the target enterprise belief was the most popular method. Given that the most common cause of resistance of "Novosibirskkniga" was the non-recognition of problems employees who are trying to solve the initiators of change, it would be logical to assume that the conviction information was to be an effective method.
3 Terms of least resistance collective organizational changes
Thus, we can formulate the following points.
Three conditions under which the changes will be accompanied by a minimum of resistance:
1. The corporate culture that promotes change. In this important and culture of ordinary employees, executives and culture.
2. Professionalism leadership for change, and highly qualified staff.
3. Strategic Planning System. Implementation of the system of development planning reduces the chance of "forced" changes that cause the greatest resistance.
In our opinion, the most important of these conditions is that the enterprise organizational culture in which the leaders and staff formed a generally positive attitude to change.
All's well that ends well! To generalize the above, the use of specific methods to overcome the resistance depends on many factors and their selection depends on the specific situation.
We have described a situation where the lack of time forced to use "hard" methods to overcome resistance. "Hard" techniques amplify resistance, difficult to enact changes, and decreases the efficiency of the enterprise as a whole. A vicious circle. A vicious circle is broken, and every subsequent change will be easier and easier. In the end, do not have to deal with such a thankless and hopeless affair as forcing their employees to live better.
Conclusion
Resistance to change is shown at the organizational level, group level and the individual. An understanding of the level at which there is resistance and how it is characterized, allows the manager to focus efforts in the right direction. However, the reasons for resistance to strategic change individual employee can be on any of these three levels, or all at once.
There are a number of methods to overcome resistance to change: information and communication, participation and involvement, assistance and support, negotiation and agreement, manipulation and co-optation, explicit and implicit coercion. The choice of approach is defined as the degree of intensity of resistance, and situational factors.
Choosing strategies for change based on factors such as the pace of change, the degree of control on the part of managers, the use of external agencies, such as consulting, central or local concentration of forces. There are no universal rules for choosing a strategy, however, help in making choices can have the use of the strategic continuum linking the rate of change in the organizational policy.
As part of this goal were set and solved the following problems:
1. the basic methods of overcoming the resistance of the collective;
2. studied the subject at the example of the enterprise of "Novosibirskkniga."
References
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