Managing Resistance Of An Organization

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

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.

The resistance from employees and managers is normal and can be addressed. Persistent resistance, however, can threaten a project. The change management team needs to identify understand and help their leaders manage resistance throughout the organization. Resistance manage is the process and tools used by managers and executives with the support of the change

As a part of this step we have targeted the strategies involving the top management for awareness. It was almost a no brainer for the team that a systematic approach to enhance the awareness about six-sigma among the top management would result in interest building, followed by evaluation and adoption of the new system proposed. As a result, we called for a meeting with top managers involving the CEO and Executive Assistant. However, the lack of interest of many managers and the CEO has come as a rude shock in the beginning. We persisted with the idea of top-down approach and followed up with the EA to get positive response and enhanced his

When an organization is implementing change, there is usually resistance from its members. The resistance is usually brought about by the members’ fear of the uncertainties related with the change. For instance, there are instances when some organization members fear that the changes might lead to them losing their jobs. In order to avoid such fears, leaders are supposed to employ innovation when it comes to implementing change.

As we all know, change is inevitable and we cannot control the world changing around us, but what we can control is how we can deal with how the employees deal with change. Knowing and understanding the common cause why people is resistant to change gives you the chance to plan your strategy to address these factors.

Leaders within a business need to be cognizant of the signs of change resistance and develop strategies to overcome them. Individuals are averse to change for four reasons: fear of loss of value, lack of understanding regarding the modification, belief change is not warranted, and an intolerance for change (Kotter, & Schlesinger, 2008). Comprehending and addressing these concerns are crucial steps between success or failure.

The organization must implement specific strategies to identify and resolve resistance to change. O Connor (1993) stated "In an organization, resistance is opposition or witholding of support for specific plans or ideas. It can either be intentional or unintentional, covert or overt" (p. 30). Employees will likely consider how change affects them personally and that may naturally cause some resistance. One of the most important things an organization can do to minimize resistance is to address these personal concerns. It is also important to identify any potential loss or gain that comes from implementing, or not implementing, the change initiative. Leaders

Section 1: Introduction. It has been said that resistance to change can paralyze an organization. My paper will examine the reasons organizations resist change, and present one strategy an organization should consider to reduce the organization's resistance to change. The resources for this paper will come from Chapters 6 and 10 of the textbook.

Change in a business is inevitable and typically only the strongest thrive. With a fluctuating economy and constant technological advancements, organizations are expected to adapt in order to survive. When a business is posed with an issue or change, it must develop new business and strategy structures and implements those developments throughout the entire company. Communication, education and participation are all required for a change model to be successful. Though change and adaptation may be needed to better the company, with implementation of change comes resistance. Most companies face resistance on an organizational and individual level during a transition. However, it is how the company is able to overcome

In today’s world changes are relevant because of multiple factors forcing organizations to change faster than ever before. Factors both internal and external include; increased competition, globalization, technological changes, financial upheaval, political uncertainty, and changing workforce demographics. Resistance is an inevitable response to any major change. If management does not understand, accept and make an effort to work with resistance it can undermine the best intentional change efforts.

Businesses are driven by market diversity. Such variety, allows businesses to adapt and make changes in order to compete. Stakeholder can predict an increase in revenue due to the growing needs of a diverse market. However, a business plan that warrants an organizational change which aims to compete in the changing market demands can only be successful if and when it is executed with full cooperation from the overall organization. Hence, resistance to change must be eradicate, if not minimized. Realistically, change is constant but some changes are uncomfortable (Bridges, 2000). For this reason some employees tend to resist change. According to (Haslam et al., 2004) majority of business organizations performs poorly in executing large- scale changes because of the resistance within the organisation. In a study of 288 companies by Tim Creasy as cited in (Haslam et al., 2004) found out that resistance to change in all levels of the organization is prevalent which is an indication the resisting to change is a natural response.

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:

When an organization is implementing change, there is usually resistance from its members. The resistance is usually brought about by the members’ fear of the uncertainties related with the change. For instance, there are instances when some organization members fear that the changes might lead to them losing their jobs. In order to avoid such fears, leaders are supposed to employ innovation when it comes to implementing change.

Resistance to change is the most frequently cited implementation problem encountered by management when introducing change (Bovey and Hede, 2001). It results in costs and delays in the change process that are difficult to anticipate, but must definitely be taken into consideration (Del Val and Fuentes, 2003). Although unwanted, resistance to change can be seen as a natural part of the change process. Therefore, an understanding of the process that leads to change and the underlying causes of resistance to change is very useful.