1. Issues
1.1. Trust
1.1.1. Employee do not trust the poor management of company.
1.2. Loyalty
1.2.1. Many stuff support the former employee rather than company manager.
1.3. Communication
1.3.1. General manager refused to meet with a deputation of stuff.
1.4. Lateral communication
1.4.1. Former manager at the same level do not communicate effectively with the employee. Create conflict.
1.5. Morale issues
1.5.1. Employee feel pressure due to low productivity quality.
1.5.2. Fear among stuff that there may be job losses
2. Resistance to change
2.1. Source
2.1.1. Saving face
2.1.2. Fear of the unknown
2.1.3. Breaking routines
2.1.4. In congruent organizations systems
2.1.5. In congruent team dynamic
2.2. Minimizing
2.2.1. Communication
2.2.1.1. 1st strategy for change
2.2.1.2. improve urgency to change
2.2.1.3. reduce uncertainty
2.2.1.4. problem : is time consuming and costly
2.2.2. Learning
2.2.2.1. Provide new knowledge and skills
2.2.2.2. include coaching and action learning
2.2.2.3. helps to break old routines and adopt new roles
2.2.2.4. problem : potentially time consuming and costly.
2.2.3. Employee involvement
2.2.3.1. Increse ownership of change
2.2.3.2. help saving face and reduce fear of unknown
2.2.3.3. Includes task forces, future search event
2.2.3.4. problem : time consuming and have potential conflict.
2.2.4. Stress management
2.2.4.1. When all 3 above not resolve stress
2.2.4.2. potential benefits
2.2.4.2.1. more motivation to change
2.2.4.2.2. less fear of unknown
2.2.4.2.3. fewer direct costs
2.2.4.3. Problem : time consuming, expensive, doesn't help anyone.
2.2.5. Negotiation
2.2.5.1. When people clearly lose something and wont other otherwise support change.
2.2.5.2. Influence by exchange
2.2.5.2.1. reduce direct costs
2.2.5.3. problem : Gains compliance not commitment, expensive
2.2.6. Coercion
2.2.6.1. all else fails
2.2.6.2. assertive influence
2.2.6.3. Firing people
2.2.6.3.1. radical form of unlearning
2.2.6.4. problem : may create more subtle resistance, reduce trust