6360 Leading Change Wk4 Discussion and Summary

September 26, 2025 Claire B 0 Comments

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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

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

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

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

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.

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

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

Common Causes of Negative Reactions

1. Negative consequences perceived to outweigh the benefits 2. Flawed communication process 3. Concern that the change has been ill conceived 4. Lack of experience with change or locked into old habits 5. Prior negative experience with a similar change 6. Prior negative experience with those advocating change

7. The negative reactions of others that recipients trust and/or with whom they will have to work in the future

8. The change process seen to lack procedural or distributive justice and breaching their “contract”

9. Fear that they lack skills they’ll need to perform well

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?

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

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

Toolkit Exercise 7.3 Personal Reactions to Change

1. Think about times when you have been a recipient of change: a. What was the change and how was it introduced? b. What was the impact on you? c. What was your initial reaction? d. Did your attitudes change over time? Why or why not?

2. Was there a pattern to your response? a. Under what circumstances did you support the change? When did

you resist? What can you generalize from your reactions? b. If you experienced ambivalence, how did you resolve it and what

happened to your attitudes toward the change?

3. Have your experiences with change been largely positive, negative, or mixed? Have they colored your expectations about the future?

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

Toolkit Exercise 7.5—Disruption of the Psychological Contract

Think about a change initiative that you are aware of:

1. What was the psychological contract?

2. How did the change disrupt the psychological contract?

3. What were the reactions to these disruptions to the contract?

4. What steps could have reduced the negative effects stemming from the disruption?

5. How should a new psychological contract have been developed with affected individuals?

6. If you were a recipient, what steps could you take to better manage your way through the development of a new contract?

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

1. Pre-change Anxiety

Issues: Coping with the announcement and associated fallout, reacting to the new “reality”

2.Shock

3.Defensive Retreat

4.Bargaining

5.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

6.Acknowledgment

7.Adaptation & Change

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

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?

1. Do you fall into the category of innovator or early adopter?

2. Or do you generally fit into the early majority category? If the experiences of early adopters are positive, you take the risk.

3. Or are you in the category of the late majority? You wait until the innovation has been tried and tested by many before adopting.

4. 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?

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

Recipient’s Past Experience with Change & Perceived Risk

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

Personality & Change

P E R F O R M A N C E

Low AMOUNT OF CHANGE High High Need for Change Individuals Low Need for Change Individuals

What Is Your Tolerance for Change?

1. What is your tolerance for change? What level of turbulence and ambiguity at work do you find most stimulating and satisfying?

2. How do you react when the rate of change is likely to remain quite low?

3. 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?

4. What price do you find you pay when the rate of turbulence and ambiguity exceed what you are comfortable with?

5. Have you had to cope with prolonged periods of serious upheaval? Have these affected your acceptance of change?

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.

How Trusted Peers Influence Recipients

Opinions of Those Trusted by Recipients*

Recipients' Initial Attitude to the

Change Possible Implication

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

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

Minimizing Cynicism Toward Change

1. Meaningful engagement of recipients with decisions that affect them

2. Emphasize and reward supervisors who foster two-way communications, good working relationships, and show consideration and respect for employees

3. Timely, authentic communications—keep people informed and include honest appraisals of risks, costs, benefits, and consequences

4. Keep surprises to a minimum via regular communications about changes, anticipating questions and concerns

Minimizing Cynicism Toward Change (cont..)

5. Enhance credibility by: a. using credible spokespersons who are liked and trusted b. using positive messages that appeal to logic and

consistency c. using multiple channels and repetition

6. Acknowledge mistakes and make amends

7. Publicize successful changes and progress

8. Use 2-way communications to see change from employees’ perspective—this will aid planning & future communications

9. Provide opportunities for employees to express feelings, receive validation and reassurance. Address their concerns

Toolkit Exercise 7.6—Leadership & Change Recipients

Think of an example of change leadership:

1. How was leadership exercised?

2. Was the leader trusted?

3. Did he/she deserve the trust given?

4. What kind of power did the leader use?

5. How were change messages conveyed? Were they believable?

Toolkit Exercise 7.6—Leadership & Change Recipients (cont..)

6. Did systems and processes support, or at minimum, not impair the change leader’s messages?

7. Was there a sense of continuity between the past and anticipated future? How was this developed and communicated? Impact?

8. What can you learn about the impact of the leader on people and stakeholders as a result of your responses to the above?

9. What can you learn about the impact of organizational systems and processes on the people and stakeholders?

10. Talk to others about their experiences. Can you generalize? In what way? What cannot be generalized?

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

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

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

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

Working Through the Phases of Change

1. Consider a significant and disruptive change situation. Can you identify the different phases of change? What phases are you aware of?

2. Can you identify strategies that recipients used or could have used to help them work their way through the different phases?

3. Can you identify strategies that change leaders used or could have used to help recipients work their way through the different phases?

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?

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

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!

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

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

1. Past experience with change, particularly changes similar to that advocated

Very -10 -5 0 +5 +10 Very ___ -ve +ve

2. Normal rate of change that has been experienced by the organization

Very Low -10 -5 0 +5 +10 Mod ___ or Very High High

3. Recipients' general predisposition to change as reflected in their personality

Late -10 -5 0 +5 +10 Early ___ Adopter Adopter

4. Recipients believe they understand nature of the change and the reasons for it

Low -10 -5 0 +5 +10 High ___

Assessing Recipient Openness to Change (cont..)

Score 5. Recipient’s personal belief about

the need for this particular change

Very -10 -5 0 +5 +10 Very ___ -ve +ve

6. (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 ___

7. Leader credibility Low -10 -5 0 +5 +10 High ___

8. Leader gains compliance through fear versus gains commitment through understanding & empathy

Fear -10 -5 0 +5 +10 Support ___

Assessing Recipient Openness to Change (cont..)

Score

9. Organizational credibility (i.e., will it follow through on commitments related to change)

Low -10 -5 0 +5 +10 High ___

10.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 ___

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

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

The Change Path Model

Awakening Chapter 4

Mobilization Chapters 5 through 8

Acceleration Chapter 9

Institutionalization Chapter 10

Navigating Organizational Politics and Culture • Power Dynamics • Perception of change and

the change equation • Force field analysis • Stakeholder analysis

Power Dynamics: Sources of Individual Power

• Position or authority power

• Network power

• Knowledge power • Expert power • Information power

• Personality power

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

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

Usage Frequency of Different Power Tactics

When Managers Influence Superiors

When Managers Influence

Subordinates

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6360 Leading Change Wk4 Discussion and Summary

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