Resistance As A Social Agent

Many people may resist change because they fear they will lose their jobs, status or position. It may be because they do not fully understand the purpose of change, or they may have a different perspective on the change than their management. “Individuals, groups, and organizations must be motivated to change. But if people perceive no performance gap or if they consider the gap unimportant, they will not have this motivation. Moreover, they will resist changes that others try to introduce,” Bateman and Zeithaml explained. Many times change for people at work

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.

In today’s society companies are finding that it is more demanding that they make changes in certain departments or in the entire company. May managers are faced with the question, “How do I make successful changes?” Another issue company’s face is the resistance to changes by employees. How can a company reduce the resistance from employees? What role do human

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

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

A lot of articles and research were done on why people resist changes and how managers can help employee to cope with these changes, some of these theories are

One of the biggest obstacles is resistance to change. People resist change because change disrupts habits, conflicts with certain personality types, cause a fear of failure, can have potentially negative impacts, can result in a potential for loss of power, and, when done too frequently, can exhaust employees. There may be key people who publicly support the change effort while silently undermining the planned changes. It is the management’s job to identify, understand, and remove these obstacles. (Kotter J. P.

Even though organizational change can be a valid solution to many problems commonly experienced in the current structure of an organization. One of the primary challenges all organizations incur during implementation is change resistance. This would imply that the plan for change should consider issues associated with resistance in order to eliminate or reduce the associated risk factors. An article featured by the Harvard business review by Rosabeth Moss Kanter (2012) identified the most common (10) reasons change is met with resistance:

Section 2: Key points. According to the text, one of the lack of success of organizational change is "resistance to change." Researchers note that "resistance kills change" and is potentially one of the nastiest, most debilitating workplace cancers and there isn't a more potent, paradoxical or equal opportunity killer of progress and good intentions (Palmer et al, 2009, p.159). There are a number of reasons why organizations and people in general resist change; the list is as follows: 1) dislike of change; 2) discomfort with uncertainty; 3)perceived negative effect on peoples personal interest; 4) their attachment to the established organizational culture or identity; 5) a perceived breach of psychological contract between employer and employee; 6) the lack of conviction that the changes are actually

Many people resist change because they fear the idea of coming out of their comfort zone and because “Change brings new choices that create uncertainty” (Heath & Heath, 2012, p. 53). People resist change because they dread the idea of not being able to adapt to new work requirements. According to Milhauser (2011), “people naturally resist anything that is outside of their control” (p. 4). As a result of this, they freeze and become worried that they may lose their job and/or colleagues when they hear the word change. When people have a good thing going for them, they are very reluctant to give it up. This is where self-interest comes into play. Someone’s ego can interfere with his/her ability to adapt to change. They might want to maintain

When it comes to peaceful resistance, there is no specific answer to how it's going to impact the free society. However, I do believe in peace making between two sides without the other being too tyrant or violent. In the current society, Resistance from control of the one trying to control is being influenced and favored for more people to do. Even though we are a free society, I believe that if one side is being to tyrannical, It should be controlled by the other with the help of the higher ups of each branch. As a free society, we the people shall have access to anything without overstepping our boundaries without the permission of government regulating what we should and shouldn't do. The only way to peacefully resist the law is for the people to understand and know

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

The most common reasons employees resist change are job security and income, uncertainty, personal inconvenience, loss of status and power, and change in personal relationships.

In these instances, change is seen as evil and not "healthy". Change is not looked on as a positive opportunity and thus is rejected by the individuals in a company, which may result in incohesiveness within the organization and eventual collapse. Personal instances of resistance like those stated above often hold companies back because of their conservative views as they often result from lack of individual confidence in oneself to be creative. Stemming from personal instances of resistances is the occurrence of group resistance to change. Sources of group resistance to change include: Conformity to Norms (Inertia), Vested Interests, Sacrosanct, Rejection of Outsiders, Overdetermination, and threatened power. Vested Interests is probably the most interesting source of resistance because how can interest in being the best be a resistance? Vested Interests can be a resistance because it often promotes conformity to norms, as workers are less likely to contribute their ideas to the advancement of innovation and as a result the company suffers as past new ideas become old, and new ideas are needed to survive in the ubercompetitive business world today. Rejection of Outsiders can be looked on as positive or negative, but more negatively, thus placing it as a resistance to change. Rejection of Outsiders might cause more cohesion within a group to rely on each

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: