Due to economic environment that is increasingly volatile, change is necessary and inevitable within any organisation with resistance to change as a key concept (Hayes 2010). It’s been suggested that one of the main reasons organisation face resistance is due to “Parochial self- interest”, whereby some individuals are more concerned with their individual vested interest and how it will be compromised when the change takes place (Agocs 1997). It’s been suggest that the most important aspect of an organisational change is to understand an individual resistance “groups don’t change, teams don’t change, and companies don’t change: people change” (Kotze 2006), hence individual behaviour within the organisation determines the outcome (Hayes 2010). According to Mullins (2005) despite the outcome, change is often resisted at both the individual and the company level. Also both Molinsky (1999) and Agocs (1997) attribute resistance to managers (primary change agents) as well as to employees. Agocs (1997) argues that not only do individuals experience change in different ways, they also vary in their ability and willingness to adapt to change. Organisation need to understand that emotion plays a significant role in contributing to the interaction of the individuals within the group that is likely to reconfirm self of the individual (Kool, and Dierendonck 2012). In term of employees resistance is often cause by fear of the unknown, habit, inertia, conformity and so on, however organisation itself can contribute to resistance. The beliefs themselves are established and embedded within the organization, and those in power control resources. These dominant individuals hold the power to resist change when change is threatening to their positions... ... middle of paper ... ...ing assumption, motives and political gain which the individual seeks to gain or lose at end of the transition of change. Organisation politics should be considered as complex variables that are interconnected due to the self-interest of the individual within the group. Also, organisations should be aware of the different political personalities that exist within a group and be able manage these personalities. Furthermore, negative financial implication when the change does take place would be perceived as inequitable and unfair by individual because the lack of personal gain. In addition, the highly hierarchal structure can often increase the individual resistance and group resistance because the apex may want the change primarily to serve their own self-interest without taking into consideration the self-interest of the operational core and middle management.
This problem occurs in all types of organizations from executive businesses, as well as law enforcement, correctional agencies and state children and family services. Changes maybe necessary in any organization, and administrators are more than likely to face barriers and challenges. Some resistances will take a number forms “from persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome”
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.
Why do organizations experience resistance to change? What steps can managers take to overcome this resistance?
...011). Opportunity to reduce resistance to change in a process of organizational change. Annals of the University of Oradea, Economic Science Series, 20(2), 698-702. Retrieved from http://steconomice.uoradea.ro/anale/en_index.html
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.
Followers may resist change due to lack of knowledge about the change, anxiety about the change, decreased resources, and pressure to get their duties done while implementing the change (Grossman & Valiga, 2013). If barriers to change are not managed well, they can affect the outcome of the change, the morale of the followers, increase turnover rates, and affect the work
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
The desperate call-to-arms, "Change or Die"— which can be heard echoing down the corridors of businesses everywhere — is evidence that leaders have recognised the need to change. Managers know that companies must be fast, flexible, responsive, resilient, and creative to survive. Most also know that current mind-sets, techniques, and tools are ineffective for creating such an organisation. These people are displaying the talents required to successfully negotiate change. They are aware of the limitations around or within themselves and are willing to learn the necessary skills required to succeed as change managers.
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 makes 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 that 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). Therefore, it is important to understand what resistance is and how to reduce the effects of resistance.
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
Organizations go through different levels of changes to better fulfill their organizational goals. Whether it’s short or long term, an organization main objective is getting employees on the right page to achieve the common goal, as well making sure to improve the behavior of the employee’s participation. However, to implement changes every employee must understand the changes that are being made and be willing to adjust through though changes, for the will of the organization future growth and success. Therefore to change the psychological behavior of the employees, Kurt Lawin has develop three stages of change implementation called unfreezing, moving, and refreezing. This research paper will examine all three levels of changes and how effective each change can improve employee’s morale and build future growth with the organization.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Transformational leaders and managers who have strong lines of open communication with their employees have been shown to lessen stress and resistance during organisational change (Nging & Yazdanifard, 2015). Heckelman (2017) outlines four tools that best equip managers for dealing with organisational change:
There are many aspects in change leadership and people’s fear is one of them. Working as team member in a company takes a long time to adapt to other team members and work productively. Those employees who cannot accept changes fast and adapt to new team members may have troubles to work effectively and may be causing stagnation of other workers and a...