...Resistance to Change There is no way to avoid change. Change is an everyday event. Change in the seasons, change in sports, and change at work. Organizations deals with different type of changes either through new personnel, new paperwork, and corporate takeovers, just to name a few. Employees, especially those who has time with their company haves some issues with change. The lack of knowledge of new personnel, new concepts, and paperwork will have a sense of hesitancy to tenured personnel. The resistance to change can hurt advancement in the company either through the lack of commitment, promotions, and proper training to new personnel just to name a few. “The model of theory that Kurt Lewin created in 1947 is still relevant today. The three stages that Kurt Lewin created was named: unfreezing, change, and freezing” (Change-Management-Coach.com, 2015). Resistance is common to change. The understanding of the resistance and behaviors in order to create the change is essential to the company. Resistance managers understand what they may be up against when change occur. “Fear, lack of consultation, poor communication, changes in routines, low trust, misunderstand of change, exhaustion/saturation, and change in the status quo” (2015) are reason for resistance among employees in a company. Managers and fellow employees can recognize the behaviors of those who resist the changes by witnessing: “aggression and anger, unusual flare-up of emotions, encouraging resistance, belief of...
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...Resistance to Change: Organizations and Individuals RafaelCollado MGT/426 Resistance to Change: Organizations and Individuals Introduction Organizations use change models to focus on improvement process that will help the operational excellence. Focusing on identifying and applying appropriate changes model to specific situations should be the main focus of the communication process, and using this as a way to get everyone involved that avoid ethical issues that face any organization when attempting to implement a change. Organizational success starts with organizations that communicate the changes in a way that all individuals, managers and employees, involved understand the purpose of these changes, the message, and its benefits. Organizational causes of resistance to change Resistance to change is caused by different factors that can affect the entire organization and create confusion around senior leadership that creates a problem between management and employees, which can create a possible issue with the organization's customers because of the final product being affected by the lack of necessary changes. Customers are always looking for a new niche in a product, one that can differentiate how it is perceived and improve the capabilities of an old or similar one. Organizational resistances to changes are caused by functional division of work because a few individuals are on control of the majority of individuals that can cause a lack of trust among employees...
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...Resistance to Change HRM445-1302A-07 Organizational Change Krashenda Banks-Smalls CTU Online Prof. B. Costa Before we begin to discuss the concept of resistance to change and how it is the principal factor in regards to failure of many change management initiatives, we need to first look at the definition of the term. Resistance to change is considered to be the act of opposing or struggling with changes or modifications that alter the status quo of the workplace. (Heathfield) Resistance to change is one of the main factors that hinder organizational change, because of this it is imperative to recognize and understand why employees resist change. Management of resistance can be challenging to management because resistance can be covert or overt, individualized or organized, aggressive or timid. Employees of companies know what they like and don’t like and can resist changes publicly verbal as well as in writing. They can also resist through the actions they take, verbiage that is used to discuss possible changes and discussions that they have within organizations. It is not important how the resistance manifests itself; it still threatens the success of the change initiative. Resistance to change can slow down how quickly the change is being accepted by the organization. Resistance also has an effect on the way other employees feel at various stages of the implementation process. Resistance to change ultimately affects quality of goods and services, productivity...
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...Resistance to Change Gloria Stacy LDR 625-1632 Leading Organizational Change August 10, 2015 Professor: Dr. Christina Anastasia Tactics of Complacency and Resistance to Change The focus of this paper is to examine how our organization can increase urgency while fighting inertia and resistance to change. We will discuss triggers that have created a challenging change situation in our organization and we will determine what tactics our organization can use to overcome complacency and resistance to change. Our organization has fighting inertia and resistance to change; we have not used the valuable information from our marketing analysis in regards to the Customer Satisfaction Surveys. These surveys provided our organization with vital feedback from our customers and how we compare against our competition along with suggestions on advertising. Now we are facing yet another trigger, a new competitor is moving to Florida. This new competitor is Trader Joe’s. This new competitor is unique, is well known for its diversification on products, business model and talented employees. Today we need to brainstorm on how to embrace resistance to change, spark urgency in our organization from the top down and stop being stagnated. We as a group will review the Customer Satisfaction Survey and address customer concerns, learn more about our competitor’s and also put tactics in place so we as a team can overcome complacency and resistance to change. According Spector (2013)...
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...This literature review examines organizational change and offers an in-depth study of "resistance to change". It aims to deepen this field by a theoretical exposition of the concept of "resistance to change". It is a key topic in change management and has been seriously considered for helping the organizations to achieve the advantages of this transformation. This review hints at where an organization should give special attention while initiating a change process. The study analysis the main sources of 'resistance to change' and also how to overcome it. Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and Sohal, 1998; among others) have done lot of research to investigate the reasons of the failure of different change initiatives and they found that resistance to change is the one of those may reasons. Resistance to change can cause very costly and time consuming delays in change process. (Ansoff, 1990) we must consider them even though they are very difficult to anticipate. There is another school of thought who consider Resistance as a source of information and can be used as a learning to develop a more successful change process (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence, 1954; Piderit, 2000; Waddell and Sohal, 1998). There is no doubt that resistance to change is a very important topic in the field of change management and business process engineering and can help organizations to achieve the advantages of the transformation if it is considered...
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...Abstract Resistance to organisational change is seen as one of the impediments to organisational expansion and growth due to its negative repercussions. This study therefore sought to investigate the factors that influence resistance to or- ganisational change at Oti-Yeboah Complex Limited. De- scriptive survey design was adopted to collect information using stratified sampling and self-administered question- naires. Descriptive statistics, bi-variate correlation, regres- sion analysis and t-test were used to analyse the data. The results indicated that less employee participation in deci- sion making and lack of trust in management contributed highly to resistance at Oti-Yeboah Complex Limited. In addition, factors such as lack of motivation, poor chan- nels of communication, and information exchange also contributed to resistance. The study suggests that manage- ment should encourage employee participation in decision making, build confidence, accept constructive criticism, be transparent and communicate clearly the need for change to employees. INTRODUCTION Organisations operate within an increasingly volatile environment and are in a state of constant change. The pressure to change stems from a variety of internal and external sources such as political, economic, social and technological factors (Boojihawon & Segal-Horn, 2006). Leana and Barry (2000) posit that organizational change is aimed at adapting to the environment, improvement...
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...Resistance to Change Randall K. Ward MGT-426 August 27, 2013 Barbi Brokhoff Resistance to Change This week we will look at resistance to change and what can be done to combat the resistance while still maintaining people’s ideas and individualism. We will also look at how Lewins model of change can be put into practice and used to make changing easier. Also we will look at the two types of resistance, organizational and individual resistance, and what the major causes of that resistance is. I will use Kraft as an example of complete resistance due to lack of commitment from management. When people are asked to change there is resistance, which is a natural reaction because change is uncomfortable and requires new and different types of thinking and operating. Most people would rather stick to the known instead of reaching out and taking a risk with the unknown, even if the known has proven not to work or is detrimental to the health of the organization (Heathfield). In Kraft there is a resistance to change from the management side of the equation, most employees there are all for a change, there just in not a consensus on what change is needed, in most employees eyes it is the management team, or more precisely the plant manager that needs to be changed. It is a normal reaction to be resistant to change; even employees that are cooperative may experience resistance just because that is part of human nature. When implementing change it needs to be communicated in such...
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...Resistance to Change Chris Stefo Benedictine University Resistance to Change 1 In the case study Steve Jackson Faces Resistance to Change, Steve Jackson has researched the need for his company to integrate a new software called BSO into the Western Construction Company. Jackson has taken necessary steps to ensure the software is appropriate for the company, beta tested the software with other workers including his boss, and everyone that used the software was impressed. There is one employee who is reluctant to the change in software. The co-worker, Mike Barnett, believes that Western Construction does not need the new software and has voiced his disapproval of Jackson and his ability to perform in his current position. Jackson’s challenge is to figure out how he is going to persuade Barnett that the software is needed for Western Construction. If he is unable to get Barnett to come on board, the BSO software update may be cancelled. Resistance to change is a common problem for management. When companies are seeking to improve an aspect of their business, employees will naturally show resistance. “Although change agents are understandably frustrated by passive or active resistance to change, they need to realize that resistance is a common and natural response” (Lawrence p.436) . Kurt Lewin was a psychologist who developed the force field analysis model to describe the process of environmental forces that force companies to change...
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...management, a major issue businesses encounter is resistance to change. Resistance to change can cause even the most successful companies to derail. There are many ways companies try to prevent resistance to change by practicing participation, education, facilitation, and coercion. Through these efforts business can be able to change with customer demand and be able to operate successfully. Participation is the first effective technique for reducing resistance to change. When employees are involved in the change effort, they are more likely to embrace change rather than resist it. For example, a company that asks for its employee's opinions on major changes will have less resistance than one that just forces the changes without any discussion. This approach lowers resistance more effectively than just hoping your employees are accepting toward change. The second technique for resisting change is education. When management educates employees on company changes, they become more receptive toward the changes. When education is communicated correctly it helps employees see the logic in the change effort. An example of this would be a cell phone company sending in experts to teach employees a new method of fixing cell phones. The workers will be more accepting of the new technique once they are educated on it. Facilitation is the third technique for resisting change. This is where management can head off potential resistance to change by supporting their workers emotionally. Companies...
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...Resisting Change Change is a natural process, it occurs every day whether it is recognized or not. Many factors both external an internal can create a need for change, these include: competition, technology, desire for growth, need to improve processes, and governmental regulations. It is the purpose of this paper to describe and discuss resistance to change as it relates to organizations today. I plan to utilize several scholarly references including the book “Managing Organizational Change” as written by Ian Palmer as this book provides insight into diverse aspect of change. I also plan to utilize Brian Palmers book Making Change Work as it looks at the human side of change management. Resistance in an organizational setting is an expression of reservation which arises as a response or reaction to change. It can be defined as a direct consequence of leadership and management failure. According to research there are three recurring reasons behind this failure. The first is “Gap”: this can be described as the gap between the “big picture” strategic vision and the successful implementation. The second is “Resistance”. Resistance is the hidden and built in resistance to change and a lack of processes and change management methodologies. Finally there is “Impact”. Impact includes the failure to take full account of the impact of changes on those who are affected (Warrilow). According to research conducted, in addition to these reoccurring reasons behind resistance to change...
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...Resistance to Change MGT 426 Laurence Saidman One of the many characteristics that add to the scarcity of change being implemented successfully within organizations is the resistance to change. Resistance to change is to be expected at some level in any organization, and can bring out a resilient reaction. The resistance may come in various forms and can be the main destroyer of vision and progress within many organizations. Resistance to change can poison the whole process of change (Palmer, Dunford & Akin, 2006). How can resistance be identified, and what can be done to overcome the resistance? Organizational Resistance Organizational resistance can come in many forms. There are seven symptoms that there is an active resistance in the workplace, and the symptoms may be passive or active in nature. The symptoms are “being critical, finding fault, ridiculing, appealing to fear, using facts selectively, blaming or accusing and sabotaging (Palmer, Dunford & Akin, 2006)”. Surprisingly according to a study done in 2005 the majority of resistance to change comes from the “leaders” in the company, mainly middle management (Rock 2008). The reasons management was resistant was because they were not personally aware of a need for a change, they thought that they would lose “power”, they were overloaded with responsibilities, they did not have proper training or education, and fears/doubts in general. Individual Resistance Individuals have many reasons for being...
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...researched was organizational change. My search criteria were limited to ABI/Inform, for peer-reviewed, full text documents, and scholarly journals. I didn’t have a specific time frame. However, most of the articles are within the last 5 years. Some of the search keywords used was organizational change, organizational behavior, and resistance to change. The results of the article analysis found that organizational change is a very complex process. Leaders, managers, change managers and employees have a lot of factors to consider and find solutions for in order for a change to be successful. Some of the common reasons that caused changes to fail are; employee’s attitudes, lack of employee empowerment, forcing employees to change the status quo, employees felt threatened by the change, perceived loss of jobs, new boss, new responsibilities, employees don’t understand the intent of the change, change doesn’t make sense, past experiences and group dynamics play a part. Resistance can be overt or covert. The differences in value congruence and organizational culture of small working groups, the individual and the organization as a whole must also be considered. In order for the change to be a success the leaders must study, analyze, and develop the plan around these conditions. The plan has to be well thought out, the intent and goals understood by the employees, the employees should be involved, identify, fix, and solve conflict or resistance issues that form, and lastly...
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...events show that Organizational change is vital to a co This is well backed up by theories and research papers where every Applying the change is key, as we live in an era of globalization and the organizations need to cope with dynamic and inevitable changes which take place very often. The two most basic forms of change are “planned change” and “unplanned change”. Planned change is a change that results from an intentional decision to adjust the organization. This type of change usually tries to modify the traditional hierarchical structure of an organization for a better and a more complete approach. Unplanned change is a change imposed on an organization and is often unexpected by the organization. Responsiveness to unplanned changes requires tremendous flexibility and adaptability on the part of the organizations. Internal and external factors, referred as “Forces for change” are the causes behind a planned change or an unplanned change. An internal force of change occurs from internal sources, such as employees or company performance. An external force of change occurs from an outside influence on the organization. Robert W. Swaim studied in details the different reasons that will lead to an organizational change. (Swaim, 2011). The first reason is crisis. This can take different form such as Political, social, financial or religious. For example, the 11 September attacks in the United States have forced diffeine companies to change in the form they operate. This...
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...Υποψήφιος Διδάκτωρ, Νοσηλευτική Σχολή, Κύπρος Change Terminology, theories and process of implementation Andreas Charalambous BSc, MSc, PhD Candidate, School of Nursing, Cyprus Νοσηλευτική Σχολή Κύπρου School of Nursing of Cyprus ΠΕΡΙΛΗΨΗ Η ανθρώπινη φύση μπορεί να δει την ανάγκη για αλλαγή με ενθουσιασμό ή μπορεί να την αντιμετωπίσει απλώς με σκεπτικισμό. Από την άλλη μεριά, είναι δυνατόν να την αντιμετωπίσει εχθρικά, αντιστεκόμενη με κάθε μέσο στην εφαρμογή της. Συνήθως επικρατεί η συντηρητική συμπεριφορά, που ενισχύει την επιθυμία διατήρησης των υπαρχουσών συνθηκών. Αυτό έχει ως αποτέλεσμα κάθε προσπάθεια αλλαγής να μην είναι εύκολη υπόθεση. Από την ανασκόπηση της σύγχρονης βιβλιογραφίας φαίνεται ότι η επιτυχής εισαγωγή μιας αλλαγής στο κλινικό χώρο προϋποθέτει εξειδικευμένες γνώσεις σχετικά με τα στάδια της αλλαγής, το φορέα της αλλαγής και τις δυνάμεις που αντιστέκονται στην αλλαγή. Επιπλέον, οι αλλαγές αυτές, για να έχουν τα επιθυμητά αποτελέσματα, πρέπει να πραγματοποιηθούν μέσα από μια συγκεκριμένη διαδικασία. Λέξεις-κλειδιά: • Έννοια αλλαγής • Διεργασία αλλαγής • Στάδια αλλαγής • Φορέας αλλαγής Υπεύθυνος αλληλογραφίας Ανδρέας Χαραλάμπους Νοσηλευτική Σχολή Κύπρου Κολοκοτρώνη 59, Αγία Τριάδα, Λεμεσός, Κύπρος Τηλ. 0035 799 693 478 E-mail: achavalambous@hotmail.com ABSTRACT The human nature can perceive the need for change with enthusiasm or might deal with it with skepticism. On the contrary, it might deal with change with hostility and resist its’ implementation...
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...A great way to pray is to look for God’s presence in your life. More than 400 years ago St. Ignatius Loyola encouraged prayer-filled mindfulness by proposing what has been called the Daily Examen. The Examen is a technique of prayerful reflection on the events of the day in order to detect God’s presence and to discern his direction for us. Try this version of St. Ignatius’s prayer. 1. Become aware of God’s presence. Look back on the events of the day in the company of the Holy Spirit. The day may seem confusing to you—a blur, a jumble, a muddle. Ask God to bring clarity and understanding. 2. Review the day with gratitude. Gratitude is the foundation of our relationship with God. Walk through your day in the presence of God and note its joys and delights. Focus on the day’s gifts. Look at the work you did, the people you interacted with. What did you receive from these people? What did you give them? Pay attention to small things—the food you ate, the sights you saw, and other seemingly small pleasures. God is in the details. 3. Pay attention to your emotions. One of St. Ignatius’s great insights was that we detect the presence of the Spirit of God in the movements of our emotions. Reflect on the feelings you experienced during the day. Boredom? Elation? Resentment? Compassion? Anger? Confidence? What is God saying through these feelings? God will most likely show you some ways that you fell short. Make note of these sins and faults. But look deeply for other implications...
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