Essay On Resistance To Change

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

The Air Force is a component of the United States Department of Defense with numerous responsibilities and combat capabilities. The broad scope of its military responsibilities has necessitated a moderately flexible organizational structure, and a wide range of educational and technical specialties. Obtaining the talent required to fill highly technical job openings has forced the military to recruit civilian workers, resulting in a highly diverse work force. Although diversity and flexibility provide the Air Force with significant advantages, these attributes also cause several problems when leaders attempt to implement change. Researchers from RAND Corporation suggest change management would be a less difficult issue if the Air Force

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 pr

The human race has a long history of disobedience, beginning in the early biblical texts with the story of Adam and Eve. There are also many examples of civil disobedience the permeate known human history that include various forms of civil disobedience, including mass exodus, boycott, strike, non-cooperation and conscientious objection. Henry David Thoreau was a pioneer of modern civil disobedience when he refused to pay a poll tax because he believed the money would be used to fund the Mexican War. As a result he was arrested and spent a night in jail and was released when a relative paid his tax. His night in jail resulted in his penning of the seminal literary work,

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 United States Army is undergoing a period of transition as it seeks to build and maintain a flexible force. As a result, the organization is studying potential changes to its structure and composition of its brigade combat teams. As part of the ongoing analysis to explore alternatives between three-battalion and two-battalion brigade compositions, the organization is considering the possibility of examining the entire force in design and structure. The need for such changes has been fueled by the growing need for improvement of security forces as they tackle threats to national security. In addition to this, there have been various calls for initiatives that are geared towards changing the United States Army officer culture through management rather than understanding process. Through a process of understanding instead of management, the U.S. Army officer culture will shift from mere risk aversion to uncertainty intolerance.

According to Kotter, establishing a sense of urgency is necessary for a change to be successfully implemented because it ensures that everyone believes that a change is necessary and therefore people more likely to commit to the change (Kotter, 2012). Establishing urgency can be difficult for organizations to implement. A primary reason can be traced to company culture (Kotter, 2012). Many companies have a culture of complacency, which causes them to be wary of change (Kotter, 2012). This complacency can be attributed to many sources which must be addressed if a company wants change (Kotter, 2012). This culture of complacency is existent at the Coast Guard Academy and the whole military in general. According to Theo Farrel and Terry Terriff, editors of The sources of Military Change: Culture, Politics, Technology (2002), historically, militaries tend to shy away from broad sweeping change due to their beliefs in the strategy of old. In summary, the military and the Coast Guard Academy, shies away from change because, in the words of many officers and cadets, “this is the way we’ve always done

The reasons why I feel people may resist to change is because they are afraid, they are stuck in a routine, they don’t like the way the new change is or they just don’t understand it because it to different. People are sometime more resistant to change regardless because they are lazy and been doing something so long they don’t want to learn anything different. Also it because they are so use to doing things this one way for years they don’t understand why it must be done different. Change is always really scary to people that have been use to completing a task the same way. They are more afraid of making a mistake use this new way then they are with the old way. This fear happens because at least they are more understand of what they did wrong

Any change in an organization’s mission, strategy, or structure elicits a certain amount of resistance. Some employees adapt to change more readily than others. The creation of new teams in

Large scale change is not a simple matter, the complexity and many moving parts can be distilled down into a couple models, however pulling off a successful transformation is extremely challenging. Unfortunately, the odds are not good for change. Research by John Kotter revealed that only thirty percent of change programs succeed. The main reasons for the failures are not related to resources or budgets, but behavior and more specifically, employee resistance and management behaviors that do not support the intended changes. These are the two leading causes that result in seventy percent of failures. Kotter first reported on this dismal success rate back in 1995, and quite honestly, there has been little progress at advancing the success of

John Kotter, a leading advocate and educator in change initiatives, expresses two essential characteristics that must be present in any change initiative. First, any change that is considered to be useful and necessary must go through a multi-step process that will transcend obstacles in its way. Second, it is essential that any change initiative must be lead by effective leadership (Kotter, 1996). However, any leader in a change initiate must reconcile the reality that a major component to mankind’s instinctive nature is that people have an inherent need for predictability and order (Hogan, 2007). Leaders must, therefore, consider that initiatives may be experienced in ways that contradict this basic need leading to employee resistance (Bernerth, 2011). Considering such a potential obstacle, Kotter developed an eight-stage change process to guide organizations through initiatives in ways that may retain employee stability and enable employees to maintain a sense of identity and understanding (Huy, 1999).

Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce the core messages through regular, timely advice that is both inspirational and practical. Communications flow in from the bottom and out through the top, and is targeted to provide employees the right information at the right time and to solicit their input and feedback. This paper will discuss change management techniques that Kornfield should have used to manage the morale of his team members. We will analyze steps Kornfield used to make sure that all team members are learning about proposed changes. We will venture on to discuss the critical

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Resistance to change is one of the biggest barriers that organizations face in their efforts to implement organizational change. This greatly hampers the uptake of new technologies, new ways of doing work and even progress of organizations. Reviewing on this, the British Journal of