An Individuals Resistance to Change Throughout the years the world has experience change. In the last five years we have seen drastic change within our country. In 2007 we elected our first African American as president. The technology world has change, almost every electronic we use now are touch screens. Everything outside of the work place has been adapting to change, but can the employees in the workplace adapting to change. Introduction Organizations has become more popular in the workplace rather than the other alternatives. Even though it may related with a crisis, the most powerful companies has to face the need for change. Being able to move different directions and to enhance the functioning of a group can be one of the …show more content…
As a result they are resistant to change, with the fear of not being educated on new skills and behaviors (Barotol,2007). Self Interest are employees resistant to change when the realization of levels of power, money, prestige, job security, and personal convenience are on the line. Resistance can also be based on simply not understanding why a change has become necessary. An example could be when an employee who does not use social media does not understand why a Facebook page would be a good idea for a company. At times the employees really do not understand what the managers motives are so they tend to question why these changes are taking place (Baack,2012). Kotter's Eight-Step Plan. John kotter invented a second approach builds on Lewin's three-step model and adds detail (Kotter, 1996). According to Kotter, change involves 1.Establishing a sense of urgency and a compelling reason to make the change involves Forming a power coalition to lead the change, Creating a new vision with supporting strategies, Communicating the vision to all employees, Empowering others to act on the vision, including encouraging risk taking and creativity, Planning for and rewarding short-term "wins" that move toward the new vision, Consolidating improvements, reassessing changes, and making adjustments and Reinforcing the changes by showing the relationship to organization success. Whichever approach is used, managers should remember that change is often an unsettling process. Expect
43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of
Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.
Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.
This course has taught me a lot in terms of initiating and managing change, and Kotter’s eight-stage process is a very useful approach when it comes to making changes within an organization. This course has helped me strengthen my skills in overcoming barriers that tend to get and make it difficult to
Many people may resist change because they fear they will lose their jobs, status or position. It may be because they do not fully understand the purpose of change, or they may have a different perspective on the change than their management. “Individuals, groups, and organizations must be motivated to change. But if people perceive no performance gap or if they consider the gap unimportant, they will not have this motivation. Moreover, they will resist changes that others try to introduce,” Bateman and Zeithaml explained. Many times change for people at work
Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company.
Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of
It requires a behavioral change to make any transformation successful. For example, the change is more than the structure and the functioning of an organization. It requires a behavioral change to make any transformation successful, and that is never without difficulty. John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organization. And the last, implementing and sustaining change. Kurt Lewin's curiosity in groups directed his research to concentrate on issues that affect behavioral change, and the three stages needed to make the change successful: unfreeze, move, make and
After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.
Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.
Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and
Bolognese, A. (2002). Employee Resistance to Organizational Change. Retrieved December 2, 2006 from Internet, http://www.newfoundations.com/OrgTheory/
People often resist change based on fear of the unknown, fear of loss, fear of failure, disruption of interpersonal
Since human beings are adaptive and familiar with change, how is it that they often resist change in their work environment? This question had troubled managers since the beginning of the industrial revolution, and the fast peace of change required by the electronic age has made
To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case: