Due to poor communication/consultation.
Improve communication through regular meetings, discussions, etc., to clarify reasons for change, impact of change and ways to achieve it.
Communication should be open and honest.
1 of 10
Lack of agreement on the need for change
Between owners/management and employees because management fails to convince change is necessary.
Persuade employees of the benefits of change and the consequences of not changing.
Lewin's model (unfreeze).
Kotter's model (create future vision) can be us
2 of 10
Economic implications
Such as loss of jobs, lower pay, etc.
Can create resistance.
Management should reassure employees that these implications will not take place.
3 of 10
Stakeholder habits are often well established and difficult to change
Create a sense of urgency using Kotter's model and persuade stakeholders that change is vital for the survival of the organisation.
4 of 10
Stakeholder inertia
Is the unwillingness to do anything or try anything new due to lack of clear vision and poor leadership.
Use appropriate leadership style to initiate change.
Lead by example, create vision for change, persuade stakeholders of the benefits of the change a
5 of 10
Stakeholder fear
Of the unknown or having to learn new skills or do things in a different way.
Management needs to have a clear plan and communicate this to stakeholders.
Anxiety and uncertainty can be removed by assuring stakeholders that support/training will be provid
6 of 10
Existing power structures
Could cause resentment if all decisions are made at the top of the hierarchy.
Management could be viewed as empire-building and pursuing personal objectives rather than organisational goals.
A balance of power needs to be struck.
Employees should be encou
7 of 10
Resistance from work groups
Such as trade unions as a result of fear of change to job security, working conditions, etc.
Engaging in constant dialogue is the key to removing fears, doubts and mistrust.
8 of 10
Failure of previous change initiatives
Could lead employees to doubt the success of current change. This could lead to low motivation.
Strong leadership and regular feedback are needed to remove doubt.
Create wins (Kotter's model) to motivate employees.
9 of 10
Poor leadership
When objectives are not made clear or poorly communicated.
Change leadership style and channels of communication, set clear, realistic, achievable objectives.
10 of 10
Other cards in this set
Card 2
Front
Between owners/management and employees because management fails to convince change is necessary.
Persuade employees of the benefits of change and the consequences of not changing.
Lewin's model (unfreeze).
Kotter's model (create future vision) can be us
Back
Lack of agreement on the need for change
Card 3
Front
Such as loss of jobs, lower pay, etc.
Can create resistance.
Management should reassure employees that these implications will not take place.
Back
Card 4
Front
Create a sense of urgency using Kotter's model and persuade stakeholders that change is vital for the survival of the organisation.
Back
Card 5
Front
Is the unwillingness to do anything or try anything new due to lack of clear vision and poor leadership.
Use appropriate leadership style to initiate change.
Lead by example, create vision for change, persuade stakeholders of the benefits of the change a
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