Resistance to Change Case

Abstract

The most recent research and study on the subject of organizational change and managing resistance to change takes an organizational perspective as opposed to an individual perspective. This formative assessment looks into the resistance to change by employees within that organization and critically discuss the key arguments for and against managing the resistance to change. In this assessment paper some strategic tools and models for minimizing resistance to change and improvising the change process within organization are also discussed.

Keywords: Resistance to change, change management, organizational transformation failure, people’s resistance to change, organizational change

Change is Essential

“Change is not the same as transition. Change is situational: the new site, the new structure, the new team, the new role, the new process or procedure. Transition is the psychological process people go through to come to terms with the new situation. Remember that change is external and transition is internal” (William Bridges).

Kurt Lewin’s 3 stage model to change:

Source: http://www.peoi.org/Courses/Coursesen/orgbeh1/contents/frame14b.html

Hughes (2006) argued on different factors which can be influential in organisational change programmes. These factors can upshot internal control, to external rolls with respect to behaviour of the consumer, or changing the business settings. The widespread motives can be Legislation, incorporation or attainment, and Strategic re-formation. Furthermore, Haikonen et al (2004) shed light on the importance of different internal and external factors that can influence changes in the form of policy, structure, control system, and power distribution. Saka (2003) add more to it and stated that the external factors as national or international rules and regulations influence the organization to accept new strategies to survive in changed situation. Different other aspects related to market competition, economic growth, and living standards also force organisations to commence changes to update and manage the external forces (Beugelsdijk, et al, 2002; Breu & Benwell, 1999; Carr & Hancock, 2006).

Resistance to Change is a Natural Phenomenon

It is said that change is not the problem but resistance to change is, where resistance can be defined as an incomplete transition in response to change. Resistance to change is not only the natural part when it comes to the transformation process but also the most misunderstood concept of management today. Resistance is a natural human reaction towards change. The reason behind this reaction is ignorance of what happening or the fear of unknown. As H.P. Lovecraft in 1920s