Resistance to change is an emotional and behavioral response by the affected employees to actual or imagined threats to an established work routine. Organizations must manage change and subsequent resistance to survive. Fear of Failure Intimidating structural and cultural changes on the worker can cause them to doubt their capabilities. This kind of self- doubt wears out self-confidence and undermines personal growth and development.
Organizational Growth Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort.
Factors such as globalization of markets and rapidly evolving technology force businesses to respond in order to survive. Such changes may be relatively minor—as in the case of installing a new software program—or quite major—as in the case of refocusing an overall marketing strategy, fighting off a hostile takeover, or transforming a company in the face of persistent foreign competition.
Organizational change initiatives often arise out of problems faced by a company. In some cases, however, companies change under the impetus of enlightened leaders who first recognize and then exploit new potentials dormant in the organization or its circumstances.
Some observers, more soberly, label this a "performance gap" which able management is inspired to close. But organizational change is also resisted and—in the opinion of its promoters—fails. The failure may be due to the manner in which change has been visualized, announced, and implemented or because internal resistance to it builds.
Employees, in other words, sabotage those changes they view as antithetical to their own interests. Daniel Wischnevsky and Fariborz Daman, for example, writing in Journal of Managerial Issues, single out strategy, structure, and organizational power.
Others add technology or the corporate population "people". All of these areas, of course, are related; companies often must institute changes in all areas when they attempt to make changes in one. The first area, strategic change, can take place on a large scale—for example, when a company shifts its resources to enter a new line of business—or on a small scale—for example, when a company makes productivity improvements in order to reduce costs.
There are three basic stages for a company making a strategic change: Technological changes are often introduced as components of larger strategic changes, although they sometimes take place on their own. An important aspect of changing technology is determining who in the organization will be threatened by the change.
Structural changes can also occur due to strategic changes—as in the case where a company decides to acquire another business and must integrate it—as well as due to operational changes or changes in managerial style. For example, a company that wished to implement more participative decision making might need to change its hierarchical structure.
Almost always people changes are the most difficult and important part of the overall change process.
The science of organization development was created to deal with changing people on the job through techniques such as education and training, team building, and career planning. Resistance to change is normal; people cling to habits and to the status quo. To be sure, managerial actions can minimize or arouse resistance.
People must be motivated to shake off old habits. This must take place in stages rather than abruptly so that "managed change" takes on the character of "natural change.
If the future after the change comes to be perceived positively, resistance will be less.
Education and communication are therefore key ingredients in minimizing negative reactions. Employees can be informed about both the nature of the change and the logic behind it before it takes place through reports, memos, group presentations, or individual discussions.
Another important component of overcoming resistance is inviting employee participation and involvement in both the design and implementation phases of the change effort.
Organized forms of facilitation and support can be deployed. Managers can ensure that employees will have the resources to bring the change about; managers can make themselves available to provide explanations and to minimize stress arising in many scores of situations.
Some companies manage to overcome resistance to change through negotiation and rewards. They offer employees concrete incentives to ensure their cooperation.
Other companies resort to manipulation, or using subtle tactics such as giving a resistance leader a prominent position in the change effort. A final option is coercion, which involves punishing people who resist or using force to ensure their cooperation. Although this method can be useful when speed is of the essence, it can have lingering negative effects on the company.Resistance to change in organizations – Employee resistance to organizational change How to overcome resistance to organizational change Employee resistance to change is a complex issue facing management in the complex and ever-evolving organization of .
When a change is introduced in this environment, with a lot of discussions and employee involvement, resistance to change is minimized.
Resistance is also minimized if there is a widespread belief that the changes are needed. Individual and Organizational Resistance Individual Resistance Individual sources of resistance to change reside in basic human characteristics such as perceptions, personalities, and needs.
Aug 16, · However, employee resistance to change can threaten the success of your change efforts. Here are six tips to lower resistance.
In rapidly changing and competitive markets, organizations must be agile and adaptable to thrive/5(22). Maurer focussed on the poor presentation of changes as being a more significant catalyst for resistance outlining that the assumption of the manager that their change is the only possible direction and the concept that the workforce must be forced to comply would promote resistance among organisation .
Organizational change does not come easy, however. Many organizational change efforts fail to reach their objectives. Many organizational change efforts fail to reach their objectives. Senior sponsors of the change often blame its failure on employee and middle manager resistance to change.