Resistance to Change
Resistance to Change
reasons
Changing an organization is often essential for a company to remain competitive. Failure to change may influence the ability of a company to survive. Yet employees do not always welcome changes in methods. According to a 2007 survey conducted by the Society for Human Resource Management (SHRM), employee resistance to change is one of the top reasons change efforts fail. In fact, reactions to organizational change may range from resistance to compliance to enthusiastic support of the change, with the latter being the exception rather than the norm.Anonymous. (December 2007). Change management: The HR strategic imperative as a business partner. HR Magazine, 52(12); Huy, Q. N. (1999). Emotional capability, emotional intelligence, and radical change. Academy of Management Review, 24, 325–345.
Active resistanceThe most negative reaction to a proposed change attempt. is the most negative reaction to a proposed change attempt. Those who engage in active resistance may sabotage the change effort and be outspoken objectors to the new procedures. In contrast, passive resistanceBeing disturbed by changes without necessarily voicing these opinions. involves being disturbed by changes without necessarily voicing these opinions. Instead, passive resisters may dislike the change quietly, feel stressed and unhappy, and even look for a new job without necessarily bringing their concerns to the attention of decision makers. ComplianceGoing along with proposed changes with little enthusiasm., however, involves going along with proposed changes with little enthusiasm. Finally, those who show enthusiastic supportDefenders of the new way and those who actually encourage others to give support to the change effort. are defenders of the new way and actually encourage others around them to give support to the change effort as well.
To be successful, any change attempt will need to overcome resistance on the part of employees. Otherwise, the result will be
reasons
Changing an organization is often essential for a company to remain competitive. Failure to change may influence the ability of a company to survive. Yet employees do not always welcome changes in methods. According to a 2007 survey conducted by the Society for Human Resource Management (SHRM), employee resistance to change is one of the top reasons change efforts fail. In fact, reactions to organizational change may range from resistance to compliance to enthusiastic support of the change, with the latter being the exception rather than the norm.Anonymous. (December 2007). Change management: The HR strategic imperative as a business partner. HR Magazine, 52(12); Huy, Q. N. (1999). Emotional capability, emotional intelligence, and radical change. Academy of Management Review, 24, 325–345.
Active resistanceThe most negative reaction to a proposed change attempt. is the most negative reaction to a proposed change attempt. Those who engage in active resistance may sabotage the change effort and be outspoken objectors to the new procedures. In contrast, passive resistanceBeing disturbed by changes without necessarily voicing these opinions. involves being disturbed by changes without necessarily voicing these opinions. Instead, passive resisters may dislike the change quietly, feel stressed and unhappy, and even look for a new job without necessarily bringing their concerns to the attention of decision makers. ComplianceGoing along with proposed changes with little enthusiasm., however, involves going along with proposed changes with little enthusiasm. Finally, those who show enthusiastic supportDefenders of the new way and those who actually encourage others to give support to the change effort. are defenders of the new way and actually encourage others around them to give support to the change effort as well.
To be successful, any change attempt will need to overcome resistance on the part of employees. Otherwise, the result will be
Bibliography: Ankerson, D. (2012). The Parable of the Boiling Frog. Retrieved 10 19, 2012, from www.incite.co.uk: http://www.incite.co.uk/articles/the-parable-of-the-boiled-frog Carpener, M., Bauer, T., & Erdogan, B. (2009). Principles of Management, V.1.0. Flat World Knowledge, Inc. Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change. New York: McGraw-Hill Irwin.