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

Change Initiatives

Change Initiatives

• Let us first discuss an article that reviews an organizational change initiative.

     In the process of business operations, normal levels of resistance might increase. From reading the article, it can be identified that there are a number of different reasons why resistance might develop. Change may occur at any time. Some changes might be successful while other organizations might fail in their change operations. For example, the article I chose to present is titled,” The Emerge of Change In Unexpected Places, presents a theory that perceives change convenience to be the most likely place that most changes will occur where there is a limited party of interested individuals.

• Next, we will summarize the article and discuss the successes and failures of the change process. Then, we can analyze the strategies used for the change process and why they were a success or failure.

     The article that we will discuss involves attempted initiatives involving the distribution of power. This article is titled, “Community care contract management practice. Strategic change initiatives help to shape the organization’s willingness to change. Although active opposition can help the organization to reproach by demanding more time for further attempts. Successful procedures help to influence attempts to replicate development in other areas and practices.

    In this case, all attempts to make these changes had failed and had been unsuccessful. For example, concerning costs, streamlining monitoring meetings were unsuccessful. The main reason was said to be because most change managers relied on existing procedures. However, their unwillingness to change can shape negotiations and implementation of the change process overall. Reconceptualizing the actual change to develop needed resources along with the construction of values in the process. Undetermined values would limit the ability to predict developments. However potential resources can explain a decline in value, which helps to shape power and increasing the interest of organizational members. Space has also been proven to be a valuable aspect of power and change resources as well. Resourcing space enables direct actions. Therefore, the company has focused greatly on actions that are mobile. However, many have argued that resourcing space might produce unexpected results. This change process has failed as well.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com. Wiedner R, Barrett M, Oborn E. The Emergence of Change In Unexpected Places: Resourcing Across Organizational Practices In Strategic Change. Academy Of Management Journal [serial online]. June 2017;60(3):823-854. Available from: Business Source Elite, Ipswich, MA. Accessed November 26, 2017.

Change Management: How can a company use change management to minimize resistance and maximize the acceptance of change in business and technology?

     High levels of resistance can prolong and even prevent recovery procedures and or operations within an organization. As a result, business operations can suffer greatly. Profitability can decline when there are high levels of resistance which can lead to the closing down of a business altogether. There are a number of ways that a company could use change management to minimize resistance (O’Brien & Marakas, 2011). For example, resistance can occur at any level of change within an organization. Change management can help to predict and to detect the particular level of resistance. In the process of minimizing resistance, the process of change management itself can help by analyzing, informing, communicating, engaging, negotiating with stakeholders, as well as monitoring. 

     Resistance can be avoided when individuals began to accept change through clear and effective communication. In this process, organizational members would be better able to predict, prepare for as well as to accept change as it occurs. This type of training helps members to adapt to change as well as be less likely to resist change if and when it occurs (O’Brien & Marakas, 2011). Through the process of transparency, these members are better able to build trust with a lesser effort. 

Give several examples, you may use personal experiences. 

     For example, when an organization is faced with changing a low percentage f resistance from its members is considered to be normal. However, that level should be low enough to effectively support the company in its change procedures. Some changes may occur too fast and it may be difficult to prepare for that change. For example, many businesses were affected by Hurricane Katrina and its aftermath. Preparation procedures would help to smooth out the recovery process and help companies to mitigate any damages that might occur (O’Brien & Marakas, 2011).