Developing Specific Resistance Management Strategies For The Early Stages Of Implementing Change

936 WordsJul 5, 20164 Pages
Change is always faced by teething problems in relation to resistance. It is the role of the planning team and the management to either eliminate resistance or reduce the levels of resistance such that they generate minimal effects on the anticipated results. A reinforced factor throughout this discussion is the importance of proper planning and engagement of stakeholders at the early stages of implementing change. In the realization of this reality through departmental meetings and team member’s surveys, the management team at Hilton needs to plan on adopting specific resistance management strategies which will involve stakeholders mapping, communication, training evaluating feedbacks and monitoring. This system will equally match the set objectives, goals and set vision. There are four primary reasons that people resist change. Once managers know what types to look for, they will be better equipped to spot change resistance in the organization. Diagram adapted from Strategies for Managing Resistance to Change. There are four primary reasons for stakeholder to resist change (Jacoby, 2011). These reasons include; Self-interest- this denotes how the stakeholder view the effects of change on them as individuals rather than on how it will benefit the organization. For instance, in the current change planned at the Hilton worldwide, the introduction of electronic check-in may be viewed to result to loss of income through tips and other personal benefits associated
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