Resistance to Change
Change in a business is inevitable and typically only the strongest thrive. With a fluctuating economy and constant technological advancements, organizations are expected to adapt in order to survive. When a business is posed with an issue or change, it must develop new business and strategy structures and implements those developments throughout the entire company. Communication, education and participation are all required for a change model to be successful. Though change and adaptation may be needed to better the company, with implementation of change comes resistance. Most companies face resistance on an organizational and individual level during a transition. However, it is how the company is able to overcome the change that determines its ability to sustain. This paper will describe what causes resistance to change at an organization and individual level. It will also describe how Kurt Lewin’s change model can be used to overcome resistance. There are many reasons resistance to change occurs within an organization. Resistance to change is described as opposing and/or struggling with transitions that change the status quo of a work environment. By overcoming barriers and oppositions, a company displays its flexibility and has an opportunity to grow. Resistance does not also occur on an individual level, but many times happen at an organizational level. Organizations may encounter barriers that can detour a new strategy from taking place.
Resistance to change at an organizational level Organizations may have troubles with defining standards and goals that are needed to improve its practices. Goals, roles, performance standards and objectives should be specified to ensure clarity. Financial issue many cause businesses to resist changes. If a company lacks the capital needed to enforce the changes, resistance are more likely to occur. Some businesses also have troubles with resource allocation or lack of needed resources. This can
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