Managing Resistance to Change

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As it goes in the popular saying, “There is nothing permanent in this world except change.” In any organization, change is inevitable! This 6-letter word will determine the organization’s direction; either to success or leads to failure. For any organization going through this process, resistance to change will be the very first problem that the Change Manager will have to address and come up with systematic planning and solutions. That’s why it’s very important to understand and learn the different issues associated with resistance to change such as: low employee morale, low productivity, absenteeism and other issues associated with it resulting to change project delays or objectives missed and high employee turnovers.

Through this report, yours truly will conduct a thorough analysis to address the different issues associated with resistance to change and come up with answer to the following questions: Why employees are resistant to change? Why employees stay? Why employees leave? How to motivate employees to work and accept the change initiatives? What are the negative effects of employee’s resistant to change? How to handle employees who doesn’t want to change? What are different steps to implement in order to solve this resistance to change? Also, I’m using our case study on Accent Systems Technology Inc. as one of the case examples. To successfully answer the above questions, I will look into the different change diagnostic models (McKinsey’s 7S Framework, Weisbord’s Six Box Organizational Model and Star Model), change theories (Kotter’s Eight-Step Model, Lewin’s Three-Step Change Theory and Lippitt’s Phases of Change Theory) and the different theories of motivation (Maslow’s Hierarchy of Needs, Herzberg’s Two Factor Theory and McGregor’s Theory X & Theory Y and Vroom’s “Expectancy Theory). At the end, I will provide solutions and recommendations to effectively implement the change initiative project. LITERATURE REVIEW

In our Week 1 discussion we look into the different “images of managing change.” We identified the different roles of the Change Manager such as: Director, Nurturer, Caretaker, Coach, Interpreter and Navigator. The image of “Change Manager as Director” explains that an image of management as control and of change outcomes as being achievable. It means that the Change Manager should understand and re-align the organization in order to survive and compete globally. The next image is “Change Manager as Navigator”, suggests that control as at the heart of management action. The image of “Change Manager as Caretaker”, recommends that management is still one of control, although the ability to exercise control is severely constrained by a variety of forces, both internally and externally driven, that propel change relatively independent of a manager’s. While the image of “Change Manager as Coach”, suggests that building in the right set of values, skills and “drills” that are deemed to be the best ones that organizational members will be able to draw on in order to achieve desired organizational outcomes). The image of “Change Manager as Interpreter”, explains that the manager creates meaning for other organizational members, helping them to make sense of various organizational events and actions outcomes. Lastly, the image of “Change Manager as Nurturer”, suggests that small changes may have a large impact on organizations and managers are not able to control the outcome of these changes. However, they may nurture their organizations, facilitating organizational qualities that enable positive self-organizing to occur (Palmer, Dunford, & Akin, 2009).

Most of us in the class agreed that the role of “Change Manager as Director” was the most important one. First and foremost the Director should be the sponsor of change! In the case study on Accent Systems Technology Inc., the CEO himself recognized and understands that change was really needed for his...
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