Resistance to Change

Only available on StudyMode
  • Download(s) : 260
  • Published : September 12, 2010
Open Document
Text Preview
Resistance to Change
HR587-Managing Organizational Change
Course Project
Instructor: Kathleen Milburn
Keller Graduate School of Management
Nga Le

Table of Contents
Executive Summary2
Literature Review3
Force-Field Analysis Diagram4
Decoding Resistance to Change6
Working with Resistance7
Key Elements to Effective Organizational Training7
Successful Project Management9
Managers as Resistors10
Managing Resistance12
Default Option Approach12
Change Management Models13
Start Model Approach13
Start Model Incorporation with Congruence Model16
Compare and Contrast Different Management Models16
Discussion and Conclusion18
Works Cited19

Executive Summary
Every organization at some point in its left cycle needs to change due to external pressure, internal pressure, or to become more competitive among its league. When organization initiate and plan for new strategic, many organizations does not take into account resistance to change as a factor in determine their success or failure. This is a costly mistake that will take years to re-cooperate from as we can see from Apples and IBM track history. In order to understand change within any organization, we need to identify the implementation process of change and its key players. As we look closely in the implementation process, we will see the flaw and success of the initiative change, thus will take us one step closer to finding out why employees resist change within an organization. Perhaps then we can find different solutions as to how to manage resistance to change within an organization.

The main area of concern is to understand why employees resist change and how to manage or handle this resistance to change so that new strategic change will have long lasting effects. The first step to managing resistance to change is to find a formula or a diagnose model that best fit the organization or the new strategic change. Each model address different needs and solution, it is the job of the stakeholders and project manager to appropriately diagnose the resistance of change. Once resistance of change has been diagnose, there should be a contingency plan to address and properly manage these resistances to change.

In accordance with the findings in this research paper, some of the resistances to change were due to poor leadership and management skills that most organizations are unaware of these situations, which caused increased in turn-over rate and decrease in morale within the organization. When we say poor leadership and management skills—we specifically meant poor skills in managing progression of new strategic change and managing resistances to change as they are relating to those changes. The other part of why people resist changes is due to certain fear factors such as job security, unclear directions of organization, fear of decrease in salary or authority, etc. We will discuss all of the stated reasons of why employees resist change within organization and how to prevent or manage these factors so that practicing manager can have better perspectives. Literature Review

For hundreds of thousands of years, men had survived on the basis of survival instincts, the ability to adapt, and conditioned learning when faced with danger. As we modernized and become technology oriented—we no longer need to hunt and kill for food, but make no mistakes those instinctual senses are not forever gone. As with anything on earth striving to survive, our survival instincts revolutionized to adapt to our surrounding civilization. When we feel fear, we still produce the same type of adrenaline that help us cope with the situation and our “fight or flight” response still kicked in the same way it did during the ice age. The situations that we face on a daily basis that triggers those responses might have change, but those same chemicals and reaction are still the same. For example: when we try to dodge an...
tracking img