RETHINKING RESISTANCE AND RECOGNIZING AMBIVALENCE
Consequently, it is recommended that further research into the relationship between economic . Piderit, S. K. ().Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. in relationship to concertive-control systems and to employee resistance. .. negotiate the initiatives in terms of their individual and collective identities (Piderit , .. Rethinking resistance and recognizing ambivalence: A multidimensional view. to change has been analysed in terms of ambivalence (Piderit ; Cheng and . the existence of aesthetic relationships among its parts. Piderit S. K. () , Rethinking Resistance and Recognizing Ambivalence: A.
What about irrational unexplained resistance? Managers are then forced into reacting to symptoms rather than solving the real cause of resistance. Why would someone resist change yet be unable to or reluctant to explain their resistance? How do you move them forward, or at prevent them from moving others forward? Sandy Piderit explored ambivalence as a form of resistance.
Her research indicates that most employees fall in this large but somewhat silent category. We have witnessed behaviors like anonymous comments in the suggestion box, slow response to training requests, delayed migration to a new technology system, a lack of enthusiasm or commitment to the change event — all are common signs of ambivalence.
Kegan and Lahey reveal another form of what appears superficially to be irrational performance — competing commitments.
When a project manager who publically states support for a change yet drags their feet, they may unknowingly be struggling with a buried conflict in values. That star performer who excels at teamwork may unpredictably withdraw from team activities required to move a project forward.
Competing commitments are often beliefs held since childhood about how the world should work, what values should be honored above all others and what fears that must be avoided at all cost. They prefer a two or three hour one-on-one conversation that is probably best done by a psychologist.
However, the also offer a four column paper exercise to guide a shorter conversation. In a nutshell, column one captures the statement about the genuinely held commitment.
Column two identifies what is done that works against that commitment. Column three identifies the competing commitment that generates column two. Simply be authentic with the apparent resistor about what you routinely observe in their commitments behavior and then what you have recently observed that is different.
If your hunch is right, they will be able to identify their own competing commitment and their big assumption. Please share your experience and lessons learned. Harvard Business Review OnPoint. Prerequisites Compulsory reading Books: Jacobsen, Dag Ingvar og Jan Thorsvik. Kapittel 2, 3, 4, 5, 6 og 8 Kaufmann, Geir og Astrid. Psykologi i organisasjon og ledelse.
Kapittel 1, 3, 5, 6, 7, 8, 9, 10, 12, 13, og 14 Articles: Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal. Cognitive biases and strategic decision processes: Journal of Management Studies. How important are job attitudes? Meta-analytic comparisons of integrative behavioural outcomes and time sequences. The impact of financial and nonfinancial incentives on business-unit outcomes over time. Journal of Applied Psychology.
Putting people first for organizational success. Academy of Management Executive.