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Resistance to organisational change internal and external
Resistance to organisational change internal and external
Resistance to organisational change internal and external
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Effective organizational change requires an alteration in patterns of employee behavior (Spector, 2010). There are many reasons why stakeholders can be resistant to change including but not limited to; misunderstanding, self-interest, inability to adapt and disagreement with the change. It is management’s job to understand this resistance and effectively combat it. There are several tools that can be used to combat resistance to organizational change to increase the chances of effective organizational implementation. This paper will look at some of the essential tools and elements I would use to combat resistance to organizational change. In addition, I will discuss what elements I feel are essential in most situations and why. Mutual Engagement One of the most basic but sometimes underutilized tools is communication and education through mutual engagement. It is up to organizational leaders to help create and maintain a context that allows, encourages, and enables an open and candid dialogue (Spector, 2010). The goal of mutual engagement in a process of shared diagnosis is to unfreeze “social habits” and create a sense of dissatisfaction with the status quo (Spector, 2010). At its most fundamental level, diagnosis is about learning: learning what needs to be changed and why. The notion of shared diagnosis goes one step further. For change implementation to occur effectively many employees at multiple hierarchical levels and in varied units need to change in the same direction (Spector, 2010). It takes more than one person can facilitate change, diagnosis has to be shared by multiple individuals to effectively move toward implementation. One tool that can be used to improve mutual engagement is the force field analy... ... middle of paper ... ..., and understanding what drives resistance can be very powerful in its elimination. There are steps that can be taken to help in the successful implementation and reducing resistance is the most important. Sometimes just having a plan is not enough. It is also important to plan for resistance and develop strategies to deal with its effects. Works Cited Palmer, I., Dunford, R., & Akin, G. (2009) Managing organizational change: A multiple perspectives approach. (2 nd ed.). Boston: McGraw Hill Spector, B. (2010). Implementing Organizational Change: Theory Into Practice. (2nd ed.) Upper Saddle River, NJ: Prentice Hall. Prosci Change Management Series. Retrieved from http://www.change- management.com/prosci_change_series.pdf Tucker, J. (2007). Resistance to Change. Retrieved from http://jantucker.suite101.com/resistance-to-change-a28593
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”
As you would imagine, having to look at our current processes and breaking each process down at micro level was a very daunting task for everyone involved in the project. After going through the progression of identifying which processes were potential changes, the leadership and project team members were tasked with communicating the findings and what the official implementation plan for these changes would look like. From my perspective, this was the biggest pitfall for the team. Our communication plan was not as detailed as it should have been in terms of illustrating value to other team members and leaders within the division. In addition, the project and leadership teams set unrealistic processing goals for team members. Thus, minimizing the division’s potential to create short-term wins for individual team members, as well as for the organization as a whole. Therefore, one could identify our breakdown occurring during the second cluster of Kitters’ Eight Steps of Change. Thus, this paper will attempt to address how change management can help leadership implement a change within the organization through analysis and
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.
Individuals resist change because they fear what will happen to them. Members of individual impediments to change have been uncovered through research conducted in organizational settings.
Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
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.
...is natural but how a manager manages the resistance will determine how successful he or she is. Change cannot be successful, unless there is support for the change. Most leaders can manage the actual change in an organization. A good leader does not just plan and act on the change plans, but listens and guides, his or her employees through the process. Managing the people through the change is the most difficult part.
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.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
According to Lussier & Achua (2013), leaders believe in theory Y assume that given the right environment people are more willing to contribute to the organization’s success. This means that with proper planning, employees are more willing to accept the changes being implemented. Connelly (n.d.) mentioned that the change phase is the most crucial as employees are unsure or fearful. Therefore, creating the right env...
Toribio, C. T., & Hernandez, R. G. (2011). Coping with resistance to change in organizations (Unpublished masters thesis). Linnaeus University, Sweden. Retrieved from http://lnu.diva-portal.org/smash/record.jsf?pid=diva2:425506
Mackin, D. (2012). Change management: Is residual resistance killing your new change initiative? Retrieved from http://www.newdirectionsconsulting. com/leadership-engagement/change-management-is-residual-resistance-killing-your-new-change-initiative/
Diagnosis allows an organization to examine the way it is currently functioning and find potential ways to improve. Diagnosing an organization does not mean that there is something wrong. Improvements can always be made to processes and procedures in order to make things run better. The diagnostic process enables the organization to come up with different intervention plans. These plans can be used to improve the way that the organization currently functioning. “Organizational diagnosis plays a critical role in organizational change initiatives in terms of both choosing appropriate interventions and contributing to readiness-to-change within an organ...
Johnson, R. (1976). Management, systems, and society: An introduction. Pacific Palisades: CA, Goodyear Pub. Co.