In the course of considering and implementing change, the need frequently arises for effective application of the approaches and tools for managing resistance to change (Palmer, Dunford, & Akin, 2009). Change often fails from ineffective management of the internal and external forces of resistance opposing change (Kotter & Schlesinger, 2008; Oreg, 2003; Palmer et al., 2009). In response, this paper discusses the approaches (tools) deemed most essential for managing resistance to change relative to the scope of the situational contexts in which they might be applied. The discussion centers on considerations for the multidimensional conceptualizations of resistance that are often ignored in evaluating alternatives for taking action. Multidimensional Conceptualizations of Resistance Strategies for reducing the negative effects of resistance to change most often fail from an incomplete understanding of the multidimensional nature and scope of resistance (Kotter & Schlesinger, 2008). A more complete understanding of these multidimensional characteristics evolves from considering the meaning of the term. Davidson defines resistance as “. . . anything that workers do which managers do not want them to do, and that workers do not do that managers wish them to do” (Piderit, 2000, p. 785). Thus, in a fundamental sense, the task of resolving problems of resistance to change essentially crystallizes into one of controlling or motivating the dispositional behaviors of employees to facilitate successful outcomes (Gagné & Deci, 2005; Kotter & Schlesinger, 2008). Similarly, Palmer et al., (2009) conceptually define the task of change leadership as one of controlling or shaping behaviors in response to change. However, the dispositional r... ... middle of paper ... ...ew York: McGraw-Hill/Irwin. Piderit, S. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794. Retrieved from Business Source Elite database. Porter, M. (1996). What is strategy? Harvard Business Review. Retrieved from http://hbr.harvardbusiness.org/1996/11/what-is-strategy/ar/1 Schuller, R.H. (n.d.). BrainyQuote.com. Retrieved January 19, 2012, from BrainyQuote.com Web site: http://www.brainyquote.com/quotes/quotes/r/roberthsc120883.html Spector, B. (2010). Implementing organizational change: Theory and practice (2nd ed.). Boston: Prentiss Hall. Weber, E. (1986). Systems to think with: A response to "A Vision for Decision Support Systems". Journal of Management Information Systems, 2(4), 85-97. Retrieved from Business Source Premier database.
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Mariana, P., Daniela, B., & Nadina, R. (2013). Forces that enhance or reduce employee resistance to change. Annals of The University Of Oradea, Economic Science Series, 22(1), 1606-1612.
As a person one might find that we follow a specific routine on the day to day basis. Sudden changes to these routines feels weird and out of place. In William Faulkner’s “A Rose For Emily” based in a fictional town called Jefferson taking place during the twentieth century. The time period is indeed an important factor because southern tradition was above all of the highest importance. This short story gives the audience details of life during that time in which they followed the values of southern tradition and the importance to never stray away from those traditions. The context of the story is laced with subliminal messages of humanities resistance to change.
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
Kegan, R. & L. Laskow Lahey. (2009). Immunity to Change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Press.
Organizations are preserved by change and constant renewal; otherwise, they will stagnate and die (Marquis & Huston, 2015). Leading change can be one of the most challenging tasks for a leader. Many times attempts at change fail because the person trying to implement the change was ill prepared to deal with resistance and used an unstructured
Why do organizations experience resistance to change? What steps can managers take to overcome this resistance?
Kegan, R., & Laskow Lahey, L. (2009). Immunity to change. How to overcome it and unlock the potential in yourself and your organization. Boston: Harvard Business Press.
...(2012). Two Paradigms about Resistance to Change. Organization Development Journal, 31(3), 59-71. Retrieved June 19, 2014, from http://eds.a.ebscohost.com/eds/results?sid=9921a9b5-b8d8-44fb-b3dc-38ef3355abde%40sessionmgr4001&vid=2&hid=4208&bquery=resistance+AND+%22to%22+AND+organizational+AND+change&bdata=JmNsaTA9RlQmY2x2MD1ZJnR5cGU9MCZzaXRlPWVkcy1saXZl
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Implementing change in the workplace is a dynamic process. Although change itself can be controlled and limited to some degree, innovation is substantially even more dynamic. This dynamic, unpredictable process introduces vulnerability, which can lead to employee frustration. Just as the scenario addresses, many individuals become motivated at the thought of change and innovation; however, the change does not occur due to resistance or other obstacles. Much of this resistance arises from the unpredictability and vulnerability of the process. Managers must be able to prevent or manage resistance by using tools and strategies to smooth the process.
Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).
Individuals go through a reaction process when they are personally confronted with major organizational change (Kyle, 1993; Jacobs, 1995; Bovey & Hede, 2001). Within this process there are four phases that it consists of: initial denial, resistance, gradual exploration, and eventual commitment (Scott & Jaffe, 1988; Bovey & Hede, 2001). Resistance to change is the initial area to focus on. The issues of organizational change and resistance to change have received a lot of attention over the past decade (Macri, Tagliaventi & Bertolotti, 2002). The perceptions of individuals play a fu...