Resistance to Change
Resistance to Change
HR587-Managing Organizational Change
Course Project
Instructor: Kathleen Milburn
Keller Graduate School of Management
06/16/2010
Nga Le
Table of Contents Executive Summary 2 Literature Review 3 Force-Field Analysis Diagram 4 Decoding Resistance to Change 6 Working with Resistance 7 Key Elements to Effective Organizational Training 7 Successful Project Management 9 Managers as Resistors 10 Managing Resistance 12 Default Option Approach 12 Change Management Models 13 Start Model Approach 13 Start Model Incorporation with Congruence Model 16 Compare and Contrast Different Management Models 16 Discussion and Conclusion 18 Works Cited 19 Appendix 20
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
HR587-Managing Organizational Change
Course Project
Instructor: Kathleen Milburn
Keller Graduate School of Management
06/16/2010
Nga Le
Table of Contents Executive Summary 2 Literature Review 3 Force-Field Analysis Diagram 4 Decoding Resistance to Change 6 Working with Resistance 7 Key Elements to Effective Organizational Training 7 Successful Project Management 9 Managers as Resistors 10 Managing Resistance 12 Default Option Approach 12 Change Management Models 13 Start Model Approach 13 Start Model Incorporation with Congruence Model 16 Compare and Contrast Different Management Models 16 Discussion and Conclusion 18 Works Cited 19 Appendix 20
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
Cited: Chamberlin, J. (2009). Business Process Reengineering. Management Services , 53 (4), pp. 1-6. Ford, J., & Ford, L. (2009). Decoding Resistance to Change. Harvard Business Review , 87 (4), 99-103. Gullickson, R. B. (2009, February). Working with Resistant. Strategic Finance , pp. 8-10. Hakonsson, D., Klass, P., & Carroll, T. (2009). ORGANIZATIONAL ADAPTATION, CONTINUOUS CHANGE, AND THE POSITIVE ROLE OF INERTIA. Academy of Management Proceedings , 1-6. Lenzner, M. (2009). The key elements to effective organizational training. The Central New York Business Journal , 7-12. Milburn, K. (2010, June). Project Life Cycle, Communication, Risk, and Termination. Lecture . Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change (2nd ed.). New York: McGraw-Hill/Irwin. Appendix