The Resistance Of Organizational Change Essay

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

Process‐driven change seeks to create a context and environment in which employees at all levels of

Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation

Management and leadership are viewed as two different perspectives in the business environment. As described by Dr. Warren Bennis ‘Managers are people who do things right, while leaders are people who do the right thing’, this means that managers do things by the set rules and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.

1990). On the other hand, resistance is any conduct that tries to keep the status quo, i.e.,

In today's business world, corporations have become more complex and more unpredictable, in fact it is considered almost "healthy" that a corporation experience change and transformation. Companies need to be susceptible and ready to acknowledge the challenges that change presents with and try to overcome these for the benefit of the company as a whole. Due to the ever-changing business and social environments caused strongly by globalizations, this has meant that companies must keep themselves up-to-date, whether it is through using the latest form of technology or through the latest management fad. There are many factors involved with change and the successful management of it which can often be a difficult time for

Change is when a person does not follow their everyday routine. They may want to try something different, or be forced to. Change can be for the good and the bad. Places can deal with change ranging from the weather, to the animals present, or the seasons changing. Also, objects can deal with change too. Objects like an iceberg can start to melt, or a forest fire can kill many trees in an area. As a human, we are the ones deciding on change. We are in a position to make big decisions and possibly even become a leader in order for change to happen. If one person starts to change, others will follow and hopefully, the change benefits all.

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

The Burke-Litwin Model highlights the main elements or source of major transformational change and also the changes that are incremental in nature. The four transformational factors are external environment, mission and strategy, leadership, and organizational culture. The main cause that makes a company to make changes is the external environment. It can force any organization to make changes to its mission, culture, leadership, and operating strategies. Changes in the 12 drivers in The Burke-Litwin Model bring a series of change to the overall structure. Various internal and external organizational factors that influence the changes in the organization are:

Change is a necessary way of life. It is all around people: in the seasons, in their social environment, and in their own biological processes .Beginning with the first few moments of life, a person learns to meet change by being adaptive. A person’s very first breath depends on ability to adapt from one environment to another. As indicated by the first quotation introducing this essay, each hour is different, offering people new experiences.

NASA had a firm hierarchy and this brought about a lot of resistance to change from people. NASA could have gotten more of the people involved in the changes. I find that by getting people involved and having some key people or champions to support the change, there is less resistance. People want to feel involved and a part of decisions, especially if it impacts them directly. When it comes to successful change management, get people involved earlier, which will contribute to greater buy in and acceptance. Keep in mind that this should not be the sole solution for employee resistance; successful change management is about understanding the true nature of the resistance.