My Resistance To Change And RTC Scores

Providing clarity about the change can improve the transition process. According to Mclean (2011), leaders

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.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

In taking command of an organization, the commander needs to understand how the entire organization works; the synergistic effect of all its parts. Unlike the staff officer who may focus on the part of a problem relevant to his/her function and the efficiency of his/her section, the commander must have a holistic perception of the issue. The commander’s thinking must now shift more focus to the conceptual level of

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.

There will be undisputed pressures from staff to make changes succeed. As many staff and managers find change unnecessary, it is important to take the approach of selling an experience rather than change. This will allow staff to become involved in refining the analysis of change and of what possible improvements it could bring. Staff would then assume ownership of systems

Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.

This next reason is more of a personal opinion or observation of mine. I believe that although management would complain about the lists, and express their frustration with the need to chase people down all day long, they for some reason wanted to see the change fail. If I were to take a stab in the dark Id say, because it was forced on them from the 1st Sergeant they didn’t care much for it. So from the very beginning of the process there was no buy in to this

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

According to Frates (2014), Mr. Edwards understood that the physicians played a critical role in the organization and could possibly assist in the plan to control the hospitals cost. However, allowing the new COO to terminate the employment of Dr. Harris (hospitals radiologist) without calling on the physicians to analyze the problems and perhaps recommend any solutions that would be beneficial in cutting cost and did not show good leadership power (Frates, 2014). As evidenced within this study, the way that leaders and individuals in positions of responsibility handle themselves in turbulent times is crucial to any organization and leaders must understand how to use power judiciously when making decisions that would determine the organizations success (Frates,

As a manager of Modrow Branch, Dick Spencer’s employees were resistant to his idea of change due to his overbearing attitude and the constant pressure he heaps on them to carry out activity his own way. Employees considered that he laid too much weight on their shoulders and he did not given them room to chip in ideas and this in the process made them feel over pressured resulting in frustration.

In comparing the management styles of Chief Davis and Chief Fortier, one could argue that Chief Davis approached the management of his department as a statesman, whereas Chief Fortier managed as an administrator. Citing Chief Davis’ clear vision for his department and effective management style (Cordner, 2014), Davis, unlike Fortier in the delegation of authority and duties placed qualified individuals in positions to assure duties /issues were handled. Whereas, Fortier’s general implementation of departmental change was forced upon the officers and no assurance of competency or training was given. Additionally, as Fortier reached outside of the department in attempts to reach recommended goals, the Administrative style becomes obvious as the need to reach a goal is met by the most effective means, as evidenced in the promotions and outside hiring practices introduced.

On the Taylor-Johnson Temperament Analysis (TJTA) all but two score was “acceptable”. On Nervous vs Composed, my raw score was 8, my percentile score was 40. Depressive vs light hearted, my raw score

Technical resistance is caused when employees are concerned about the capital that was invested in the technology and equipment that is currently being used. There is also cultural resistance that is difficult for employees to change values, norms, and procedures that are supported by the current culture within the organization. The final type of resistance is political resistance. This happens when decisions made in the past are now being questioned which can cause certain stakeholders to feel threatened (Van Dijk, & Van Dick, 2009).

However, people will not get out of their “comfort zone” without being motivated. This leads to the second error by leaders, which is not creating a powerful enough guiding coalition. Regardless of the size of the organization, the change effort should continually grow to include more and more people who believe that the changes are necessary (Kotter).