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How can group dynamics be used by a manager to overcome resistance to change on the part of his subordinates?
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Group dynamics refers to the even changing interactions and adjustments in the mutual perceptions and relationships among the members of the groups. These group interactions are the most powerful instrument which facilitate or inhibit adaptation to change. Adaptation is a team activity which requires conformity to the new group norms, moves traditions and work patterns. Management should use group dynamics well. Management should consider the group and not the individual as the basic unit of change.
Resistance to change could be overcome on an enduring basis by systematically planning and implementation the process of change. Kurt Lewin identified the following phases in the process of planned change:
o Unfreezing the present ways of doing things, which are ingrained as habits and customs in individuals as members of groups.
o Moving to the desired or planned level of activity.
o Freezing the group life at the new level.
All these phases affect the change as under:
(a) Unfreezing: In this phase, the manager as a change agent has to assume the responsibility to break open the shell of complacency and self-righteousness among his subordinates. He has to identify the background factors contributing to resistance. Subordinates may resist change for economic, social or personal reasons. The inter-play among the several factors responsible for resistance have to be isolated. Through a series of discussions with the subordinates, it should be possible to explain to them the problems with the present state of affairs, the need for change, the pace and volume of proposed change, the direction and the implications of such change. This is process of mutual learning between the manager and his subordinates. The manager should clear all the nagging doubts of the subordinates about the proposed changes. Eventually, subordinates may see the rationale implicit in the proposed change and may veer round to the idea of the desirability of change.
(b) Moving to the new level: Once the subordinates become receptive to change, the manager should introduce the proposed changes in a systematic manner, with the full co-operation of subordinates. They should be given intensive orientation as to the behavioural changes necessary for successful introduction of the proposed change so that adaptation to the new environment takes shape as desired. Several problems crop up during the process of implementation, some of which might be totally unforeseen. These are to be adroitly handled by the manager in consultation with his subordinates.
© Freezing at the new level: This is a process of stabilization, assimilation and institutionalisation of the changes which are successfully implemented. The changes which are accomplished should remain as a stable and permanent characteristic of the system until another need arises for change. The new roles, relationships and behavioural patterns should be allowed to take on the characteristics of habits. Subordinates should get a genuine feeling that the benefits generated by the change are worthwhile.
Guidelines for Making Better Use of Group Dynamics
Group cohesiveness or solidarity may produce resistance to change or acceptance of it. It is the responsibility of manager to use group dynamics in such a way that the solidarity of the group contributes to a favourable attitude towards high standards and acceptance of necessary changes. In order to achieve this, the following principles of group dynamics laid down by Darwin Cartwright should be followed:
1. If the group is to be used effectively as a medium of change, those people who are to be engaged and those who are to exert influence for change must have a strong sense of belongingness to the same group.
2. The more attractive to the group is to its members. The greater is the influence that the group can exert on its members.
3. In attempts to change attitudes, values or behaviour the more relevant they are to the basis of attraction to the group, the greater will be the influence that the group can exert upon them.
4. The greater the prestige of a group member in the eyes of the other members, the greater the influence he can exert.
5. Efforts to change individuals or subparts of a group which, if successful, would have the effect of making them divide from the norms of the group, will encounter strong resistance.
6. Strong pressure for changes in the group can be established by creating a shared percepting by the member of the need for change, thus making the source of pressure for change lie within the group.
