Resistance to Change
Resistance to Change
Introduction
There are many factors that management must consider when planning for organizational change. Employee resistance to change is one of the biggest factors that management must prepare for. If management does not overcome employee resistance to change, the organizational change will not be successful. In order to overcome resistance to change, management must first diagnose the organization. Diagnosis includes collecting data, a dialog of discovery, and feedback. Once the organization has been diagnosed, management can utilize the results to overcome the resistance and get employee buy in to the organizational change. Once the employees have bought into the idea of change, management can implement the organizational change and be successful.
Why Employees Resist Change
Employees are resistant to change for many reasons. They may not understand the need for change. They may not be aware of the underlying business need for change. They may fear that the change will result in the loss of their job or that they may not posses the skills necessary to be successful in the organization after the change takes place.
Diagnosing Resistance to Change
There are several diagnosis models that an organization can use to diagnose resistance. According to Falletta (2005) these models include:
1.) Lewin’s Force Field Analysis-this model identifies driving and restraining forces within the organization. The driving forces push for organizational change while the restraining forces act as barriers to change.
2.) Leavitt’s Model-this model focuses on the different variable in an organization and how each is affected when one of them changes.
3.) Likert System Analysis-the system analysis addresses motivation, communication, interaction, decision making, goal setting, control and performance. This model utilizes questionnaires to measure employee perceptions of the organization.
4.) Open System Theory-this
Introduction
There are many factors that management must consider when planning for organizational change. Employee resistance to change is one of the biggest factors that management must prepare for. If management does not overcome employee resistance to change, the organizational change will not be successful. In order to overcome resistance to change, management must first diagnose the organization. Diagnosis includes collecting data, a dialog of discovery, and feedback. Once the organization has been diagnosed, management can utilize the results to overcome the resistance and get employee buy in to the organizational change. Once the employees have bought into the idea of change, management can implement the organizational change and be successful.
Why Employees Resist Change
Employees are resistant to change for many reasons. They may not understand the need for change. They may not be aware of the underlying business need for change. They may fear that the change will result in the loss of their job or that they may not posses the skills necessary to be successful in the organization after the change takes place.
Diagnosing Resistance to Change
There are several diagnosis models that an organization can use to diagnose resistance. According to Falletta (2005) these models include:
1.) Lewin’s Force Field Analysis-this model identifies driving and restraining forces within the organization. The driving forces push for organizational change while the restraining forces act as barriers to change.
2.) Leavitt’s Model-this model focuses on the different variable in an organization and how each is affected when one of them changes.
3.) Likert System Analysis-the system analysis addresses motivation, communication, interaction, decision making, goal setting, control and performance. This model utilizes questionnaires to measure employee perceptions of the organization.
4.) Open System Theory-this
References: Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR Professional in Human Resources certification study guide (4th ed.). Indianapolis, Ind.: Wiley Pub..