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Resistance to Change

In: Business and Management

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Words 1892
Pages 8
Resistance to Change

Cha Xiong

MGT/426

June 03, 2014

Resistance to Change
Resistance to change is considered the act of opposing or struggling with changes and has a common problem for the management teams. When organizations are seeking to improve an aspect of their business, some of their employees will naturally show resistance. It is not important how the resistance manifests itself, but it is important that resistance still threaten the success of the change initiative. Resistance to change has an effect on the way other employees feel at various stages of the implementation process and it ultimately affects quality of goods and services, productivity of employees, and work relationships. Management of resistance can be challenging to manage because resistance can be covert by organizationally or individually. In this paper, I will identify the causes of resistance by the organization and the causes of resistance by the individual. I will also describe how Lewin’s theory of change can be used to overcome the resistance.
Causes of Resistance by Organization
Stoica, Popescu, and Mihalcioiu (2012) defined, “Organizational causes of resistance means that the change is resisted at the level of the organization itself” (p. 115). Resistances are expressions of reservations, which arise as reactions to the changes at the organizational levels. The causes to resist can be defined as direct consequences of leaderships’ failure. Based on recent research, there are three recurring reasons behind the failure, such as gap, resistance, and impact. Gap is described as the gap between the big picture (strategic vision) and the successful of implementation. Resistance is the built and hidden in resistance to change, which has lack of processes and change methodologies. Finally, impact is the failure of taking full responsibility of the people who are

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