Managing Resistance to Change Essay

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

Management personnel must realize that there is not any one approach that works for everyone or every situation. Regardless of approach chosen, it is important to make sure that employees are aware of what is required of them and that their involvement is essential to organizational change success. Teams consisting of employees and management need to communicate and interact to adapt to and overcome obstacles that can hinder or sabotage the change process. A collective learning environment in which employees and managers can work together is beneficial to identify process errors or flaws that can present themselves during change implementation.

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

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

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

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

Due to the difficulties that arise when there is a change in management, there needs to be a effective way for managers to adapt to their new work place. Success starts from the top and trickles down. Employees look to their managers to guide them in the right direction.

organization and inspire, motivate and align their employees to a common goal. They must be sensitive to change management in order to

People tend to oppose change, despite that the change is beneficial and will result in improvements for those affected. Staff resistance to change creates hindrances for those in managerial positions. Resistance to change is inevitable. Management must respond to it in an adept manner so it does not accelerate further into a severe problem. To effectively manage resistance to change, a manager must understand why the employee‘s initial reaction was to reject the proposal before it accelerates further and causes subpar job performance (Baker, 1989). Often time when a staff resists change, he or she is resisting coercion rather than change itself. Providing information is the most powerful approach a manager can take to assuage anxiety related to change. A manager can alleviate any fear of change by answering questions, acknowledging

Realign work schedules and ensure that employees do not work more than 40-hours per week. This solution may require hiring of additional staff to meet deadlines and work requirements.

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed

motivation for the employees to take part in this change. Unfortunately, this vision did not

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: