Resistance To Change Paper

The point that I’m trying to make is that men will adapt to our ever changing environments if they sense that those changes are crucial, urgent, and does not threaten their current position (which they feel are safe and secure). People don’t resist changes because they dislike those changes. People resist changes because they’ve encountered previous experiences of change that are unpleasant or have negative effects on their interests. People resist changes, because they are unsure of the outcome that those changes will bring. People resist changes because they are comfortable with the current organizational culture and feel that the new changes would jeopardize their job security. Now that we know why people resist changes—we need to find a way to diagnose certain signs and how we can manage these resistance. Every Organization will have different groups that will react differently to change. By learning proper ways to diagnose we can handle the situation with care and ease. Essentially, when we talk about resisting changes, we need to start from the very beginning, when those changes first started to have a clearer diagnose.

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 the situation in our organization, the resistance to change is primarily due to the continuous, incomplete changes that occur. The process is not tested and there are system incompatibilities that are ongoing. The company is basically trying to file a square peg in round holes by not updating the servers to support the software. This is causing the employees and lower management to try to accommodate for the insufficiencies with various “fixes.” These are definitely issues that a growing organization has to address in order for change to be

Several instances exist where within an organization; changes take place regardless of the geographical position. These changes often encompass one or more individuals. In any case of a change taking place, people are likely to face abnormalities in their regular actions. A number of internal and external aspects also contribute much to this phenomenon as individuals resist change in their lives. Several instances exist where individuals portray resistance in terms of opposing change to them. This resistance in terms of change occurs because of lower tolerance level to change. This paper would take into account a number of significant aspects related to this resistance as far as change is concerned.

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

Organizational change is an important issue in all organizations. The process in which an organization optimizes its performance working toward its new state of function is pivotal. Resistance is easily found in direct or indirect challenges to authority, lack of action, and even open hostility. (Scheid,

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.

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.

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.

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.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

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:

Whether in the workplace or at home, as humans, we prefer a state called homeostasis. It’s the state in which a person’s relationship to the environment is stable – it’s comfortable, familiar and predictable. Physically, we are wired for regulation that keeps our systems operating in a way that is stable and unchanging. Even when we are excited by future possibilities, we are also apprehensive about the loss and transition we would experience as we make changes. Embracing change seems risky and there are too many unknowns. Besides, “Why fix something that ain’t broken”? Resistance to change is a mindset that is embedded in most companies. This thinking resulting in a work place culture we are calling, “Management by Status Quo” – a preference for keeping things the same and the tendency to prefer avoiding losses more strongly than acquiring gains.

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