What Are The Four Reasons For Resistance To Change

43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of

This first major concern within the department is the fear of embarrassment and conflict. I completed an internship with department in 2011 under Chief Robert Bingham. The department seemed to run smoothly, employees seem to love coming to work and most of all Chief Bingham was very involved with each Officer and their well-being. The way the department was structured and the policies that were in place, kept the caseload numbers down to less than 80 per Officer and allowed Officers to spend more time with the clients. Also, all officers did not have to be certified for drug and alcohol evaluations because there was a team who specialized in that area. Under the current Chief Christine Kerl, a lot of those practices and policies were removed and new ones were implemented immediately. The department turnover rates have spiked since these changes have occurred. Chief Kerl has been resistant in reverting back to the old policies due to the fear of embarrassment and conflict within the Officers. Several Officers have complained and shared ideas, but most of the time those ideas are

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.

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 presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder

Although Chief Eager is technically implementing new policies and procedures in the department, he is failing to ensure that his officers understand (Cordner, 2016). The study does not refer Chief Eager ensuring that his supervisors understand the new policies, nor ensuring that they will implement and enforce them. When an administrator fails to confirm that new mandates are recognized and followed, stress and cliques are imminent in the

You hit the nail on the head, Jasmin, police officers are very practical. I can only speak for myself, but I live by the KISS method, keep it, simple, stupid. However as time progress and laws become more gray than just black or white, there is the need to more detailed or accurate. I believe that is where a lot of veteran officers are getting so frustrated. They are not ready to change the way they have been doing things for so long. My department also does the same type of thing, as new legislation is passed they will either send out an email, or they send out policy updates. They make sure that we are aware of the changing times for one main reason liability. They do not want any bad publicity for the department and once they make you aware

After reviewing the cases studies I have concluded that both chiefs’ encountered similar problems, but their success to effect change in their departments and communities, were drastically different due to their executive style approach. Chief Davis in Lowell, Massachusetts exhibited numerous characteristics of the statesman police executive style, while in Riverside, California Chief Fortier during his tenure utilized the administrator police executive style. These chiefs’ different police executive styles produced contrasting results for their departments and their communities. Now that we have identified these chiefs’ different executive styles, we will compare and contrast how they utilized their different executive styles to produce change.

In order for departments to provide high quality and unbiased service, departments need to have integrity and hold individuals accountable for their behaviors and/or actions. For this to be effective, it needs to start at the top and work its way down the chain of command. Once officers see ranking officers being a good role model the officers would fall into place. However, if the top of the chain of command does not make a good role model then the officers will feel that they could do what they want since the

Resistance to change is commonplace in law enforcement, which comprises any attempts at reform. Critics of law enforcement reform are the bystanders or silent supporters who stand by, watching their peers intentionally harm others (Stamper, 2005). A large part of the problem with police reform efforts, are ineffective or poor leadership that fails to establish a clear vision in order to influence change efforts (Stojkovic, Kalinich, & Klofas, 2015). Law enforcement leaders often face considerable resistance to changing the cultural landscape within their respective agencies and thus they acquiesce to the status quo. This stasis mindset has continued to dominate law enforcement agencies, who have gone against scholars by continuing to promote

We know that change is constant. However, it is critical to determine the need and type of change necessary, first order, or second order. First order change focuses on strategies in support of the status quo or non-transformational activities. This area gets the most attention as it makes departments feel like they are making progress. Second order change focuses on the culture and transformational efforts and requires more time, effort, and commitment. The decision on the type of change required is dependent on specific departmental cultural factors and outcomes desired in a specific law enforcement organization. As most law enforcement departments are autocratic and paramilitary, an assessment of how tolerant the

Some fears can be as simple as fearing a bug or even the water that we drink. While other types of fears can be far more complex such as fearing the unknown or the changes that surround us. The explanation to these fears will vary from one person to the other but what we can be certain of is that fear has been and will always exist within us whether we want to admit to it or not. With literally anything or anyone being able to be the source of fear there is one fear in particular that has caught my attention and that is the fear of change. Change is inevitable for it surrounds us from the moment we awaken to the moment we fall asleep. From the weather changing throughout the day, to the music being played on the radio, to the time changing on the clock, to even people changing daily. Change is

When change is introduced to an organization there will resistance but not every department resist these new procedures, once adequate training is given and the employee realize that the changes will allow them to conduct their duties in a more efficient manner. These drastic changes can only be accepted by a few persons in small potions and not everything at once. They would need the time to process such information and get accustom to modern changes. The police organization has been built on a concept in past time that is not easily broken by officers who have been in the service then. These officer put up a resistance because they feel that the concept of policing in the early years will be erased and replaced with the modern ideas. The public has to play a major part in supporting the new changes that will be implemented. Their opinions would be appreciated and would be better accepted by the officers who are trying put up a resistance to the

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:

The article can be useful in helping both new and veteran leaders address resistance to change. The author pointed out that leaders must first take a look at their own behaviors in order to promote change among their employees. The change may start with the leaders and spread throughout the school based on the planning and techniques used to deliver the information.

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.