Breaking Through Resistance

Breaking Through Resistance

• Identify three reasons for resistance to change. Which of these reasons is likely to be the most critical in your organization? As a leader, how would you overcome this type of resistance?

     One main reason people resist change would be fear of the unknown. This is very common in many organizations. For example, many unexpected events could involve meetings with the manager in the process of organizational discussions based on poor performances, demotions, and terminations. A change event is very similar because individuals who are involved often do not know what the change will be, and this feeling can be very uncomfortable for the team. The article titled, “Overcome the 5 main reasons people resist change” identifies how this type of change often occurs when a particular type of change takes place without warning (Quast, 2012). The article also identifies another perspective of how individuals tend to push back on or to resist change whenever the particular type of change is negative and when the people are not prepared to effectively handle the change. For example, whenever a negative change occurs without proper warning, the jobs and the tasks of employees at that organization can suffer a negative impact. Everyone can become confused in the midst of operations like these.

     Another reason people resist change would be timing. For examples, organizations may only be equipped to handle a limited capacity of change and a specific capacity of response technology and recovery skill. Therefore, change cannot be implemented at high capacities and within a short period of time because it can have a negative impact on business operations as well as recovery procedures. Organizations can only implement a certain amount of change within a limited amount of time so that the team can avoid high levels of resistance. Change must also be implemented with the right level of empathy in order to work effectively or to be successful in operations like these.

     A third reason why people resist change is mistrust. For example, within an individual term of employment, trust can grow over time.  However, within an organization where, in the article, it is identified that when employees don’t trust managers, employees can show higher levels of resistance. Although, whenever existing relationships between employers and employees are strong, they can be less expected to resist change initiatives.

     Within my organization, the most critical change would be mistrust. From day to day employees are hired, quit and are terminated and some sooner than others. From reading the article, it can be identified how mistrust can quickly develop into a resistance to change as well, (Quast, 2012). Involving past employers, the most important aspect of employment is building a relationship with your boss and getting to know your manager. When such relationships are weak or non-existing, job security can be another result. Job security can impact the organization’s performances, especially where change is needed. For example, loss of job security and loss of control of position or role can result in employees fearing that they will lose their position (Quast, 2012).

     To overcome this type of resistance it is very important to maintain a very close and strong professional bond with the other members of the team. As a result, it can more easily train and communicate with these individuals. Also, it will be less difficult to implement change operations. High levels of job security can help change implementation procedures to run more smoothly. In the text, it can be identified that increasing the demand for skill can help overcome resistance. Encouraging engagement and dealing with the past can help organizations to strengthen bonds as well (Palmer, Dunford & Buchanan, 2017).

References

Quast, L. (2012, November 26). Overcome the 5 main reasons people resist change. Forbes. Retrieved from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change. Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com