The human side of change
Resistance to change and communicating change.
- Level
- Bitesize
- Learning time
- 1 hour 15 minutes
- Where
- Leading through Change and Conflict
- Price
- £39
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion
Overview and Outcomes.
Overview
Resistance carries information. This module draws on Ford, Ford and D'Amelio's view that change agents help create resistance, Piderit's work on ambivalence, and three lenses on threat: Oreg's dispositional resistance, Rock's SCARF model and Rousseau's psychological contract. It explores loss and Kegan and Lahey's immunity to change, and uses the NHS National Programme for IT to show what happens when early objections go unheard. People do not simply receive a message about change; they make sense of it together, often when the leader is not in the room. This module draws on Weick's sensemaking, Balogun and Johnson's study of middle managers, Denning's springboard stories, the Heath brothers' Switch, and Bushe and Marshak's dialogic organisation development. Welsh Government communication during Covid-19 shows why consistency builds trust and reversals spend it.
What you'll develop
In this Bitesize, you will develop the ability to:
- Explain how resistance can carry accurate information and how leaders' own actions contribute to it.
- Place resistance on a line from disposition to agent behaviour, using Piderit, Oreg, SCARF and the psychological contract.
- Use the immunity to change method and honour loss so that the reasons behind a no can be heard.
- Explain how people make sense of change sideways, and why middle managers act as translators rather than relay stations.
- Plan change communication using the sensemaking loop, springboard stories and the four moves from Switch.
The Modules.
1 hour 15 minutes of learning.
- 04The Human Side: Resistance, Ambivalence and LossResistance carries information. This module draws on Ford, Ford and D'Amelio's view that change agents help create resistance, Piderit's work on ambivalence, and three lenses on threat: Oreg's dispositional resistance, Rock's SCARF model and Rousseau's psychological contract. It explores loss and Kegan and Lahey's immunity to change, and uses the NHS National Programme for IT to show what happens when early objections go unheard.39 min
- 05Communicating Change: Sensemaking, Narrative and the MiddlePeople do not simply receive a message about change; they make sense of it together, often when the leader is not in the room. This module draws on Weick's sensemaking, Balogun and Johnson's study of middle managers, Denning's springboard stories, the Heath brothers' Switch, and Bushe and Marshak's dialogic organisation development. Welsh Government communication during Covid-19 shows why consistency builds trust and reversals spend it.38 min
Keep going.
Part of the Leading through Change and Conflict topic, also sold whole as Through change, together.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 15 minutes, £39
- Next stepFocus, Understanding change, 3 hours, £69. Already own the Bitesize? You pay £30.
- Explore, Leading change, 6 hours, £129. Already own the Bitesize? You pay £90.
- The whole topicImmerse, Through change, together, 11 hours, £249. Already own the Bitesize? You pay £210.
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms
Also part of: Change that sticks, Building the new council
Other Bitesize in the Leading through Change and Conflict topic
- Why change is hardLewin, Kotter, Bridges and the change curve2 hours£39
- Where culture meets changeOrganisational culture and public sector change1 hour 15 minutes£39
- Change with people, not to themEmployee engagement and large-scale change1 hour 15 minutes£39
- Where conflict comes fromUnderstanding workplace conflict and escalation1 hour 15 minutes£39
- The conversations we avoidConflict styles and difficult conversations1 hour 15 minutes£39
- Conflict across the boundariesTeam conflict, justice and industrial relations1 hour 15 minutes£39
