Chapter Summary Of The Book 'Beyond The Wall Of Resistance'

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.

The rapid technological development, an ever increasing knowledge workforce and the shifting of accepted work practices is making change an ever present feature of organizational life (Burnes, 2004). While many organizations appreciate the need for change, as many as 70% of the change programmes do not achieve their intended outcomes (Balogun and Hope Hailey, 2004). Change is an extremely complex process that can have both negative and positive outcomes and it is important that the change process is conducted as efficiently and effectively as possible. A number of authors stress that the reasons behind the failure of change initiatives can be found in resistance to change. Resistance causes costs and delays in the change process (Ansoff, 1990) that are difficult to anticipate (Lorenzo, 2000) but must be mindfully kept into consideration. The second most prevalent problem behind successfully managing change is the lack of inclusion and appropriate communication which often leads to fear and anxiety among the employees. Another reason why these initiatives fail is the lack of motivation leading to major attrition in the human capital. The certification program is designed with a view to address these issues and ensure a smooth transition

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder

Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

This book presents an array of practical procedures which can assist the prudent practitioner in preparing for change and how to handle all of the up’s and downs which accompany change. The two strengths in this book revolves around asking the right diagnostic questions which pave the way for change and the many characteristic of leaders who lead.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Rikki took to a sprint to make it to the other side, leaving Gear just footsteps behind her. The guards stopped her, took her to the ground, Gear just seconds behind ready to help her. Rikki started screaming for her old sniper friend Karolina. It was too late, separated by a demon wall. Stuck with no one, but Gear.

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

The focus of this paper is to discuss how “Resistance to change can be successfully overcome by systematically following John Kotter’s 8 step model of change management!” by utilizing relevant literature and discussing the model with referring to real case studies. The aim is to evaluate if the model can always succeed to overcome resistance to change. The last is made through a comparison between John Kotter’s 8 step model of change management and another approach to overcome resistance; which is by following the three phases Strebel’s personal compact theory suggests. To evaluate these models a

Managing resistance to change is very important when supervision planned organizational change in hope everything would proceed smoothly. The 546th PMXG is a maintenance group specializing in jet engine repair and overhaul. The F101’s shop focused on a cradle to the grave maintenance concept where the mechanics would induct a jet engine and work it from start to finish. There were some constrains utilizing this concept, but the pride felt when the engine passed trial run were actually motivating the employees and their team members. The downturns were the inconsistence of the engine passing the trail run, the cost in labor due to low level confidence in mechanics, and the high-level of waste when repairing the engine. Understand and managing resistance may benefit the organization greatly which would efficiently cushion the conflict developed during this implementation process in this organization.

A diagnosis to this problem would be the fact that people almost always resist to change. The resistance to change at the City of Troutdale is a normal reaction. Organizational change is an ongoing topic in organizational behavior. As each manager wants to make the organization a better place because everyone is a part of it, organizational change is important to organizational development. Organizational change is the process of employees making relatively permanent alterations in their behavior as a function of their experiences and learning over time. Experiencing and learning make change possible. With change and experience, the quality of organizational lives can improve. Organizational learning and change are anchored in the knowledge and application of the central topics of organizational theories, such as leadership, motivation, teamwork, creating exciting and supportive work environments, and the effective use of power and influence. In this section, the theory of Kurt Lewin will be reviewed in order to clarify the process of organizational change.

Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance t change: The rest of the story. The academey of management review , 33 (2), 362-377.