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Resistance to Change a Challenge for Hrm

Resistance to Change a Challenge for Hrm

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Published by lucidleagueltd
No matter whether a change is of major proportions or is objectively rather small, the change manager must anticipate that people in the organization are going to find reasons to resist changes. It is a basic tenet of human behavior that any belief or value that has been previously successful in meeting needs will resist change. This applies even if there are better more successful alternatives to meet those needs. Resistance to change takes many forms. The more obvious forms consist of active resistance, where people will object, or refuse to cooperate with the change. Other, more subtle forms of resistance, however, are more difficult to deal with. Some examples of "resistive symptoms" include:
No matter whether a change is of major proportions or is objectively rather small, the change manager must anticipate that people in the organization are going to find reasons to resist changes. It is a basic tenet of human behavior that any belief or value that has been previously successful in meeting needs will resist change. This applies even if there are better more successful alternatives to meet those needs. Resistance to change takes many forms. The more obvious forms consist of active resistance, where people will object, or refuse to cooperate with the change. Other, more subtle forms of resistance, however, are more difficult to deal with. Some examples of "resistive symptoms" include:

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Published by: lucidleagueltd on Oct 06, 2008
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03/28/2012

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RESISTANCE TO CHANGE a challenge for HRM
No matter whether a change is of major proportions or is objectively rather small, thechange manager must anticipate that people in the organization are going to find reasons toresist changes. It is a basic tenet of human behavior that any belief or value that has beenpreviously successful in meeting needs will resist change. This applies even if there arebetter more successful alternatives to meet those needs. Resistance to change takes manyforms. The more obvious forms consist of active resistance, where people will object, orrefuse to cooperate with the change. Other, more subtle forms of resistance, however, aremore difficult to deal with. Some examples of "resistive symptoms" include:1.At a staff meeting everyone agrees to utilize a new procedure, but several weekslater you discover that the procedure has not been implemented.
2.
New computers are introduced into the workplace. While all staff insisted that theyhave their own machines, virtually nobody is using them for the purpose for whichthey were intended.3.A change in job responsibilities takes place for an employee. The employee consentsto the change by saying: "You're the boss, and if that's what you want..." Later theemployee only changes what he is doing enough to appear cooperative, but is in factdoing most things the way he was before the change.It is very important that the change manager anticipate, and plan strategies for dealing withresistance. This applies not only at the introduction of the change, but there must be follow-through, so that the change manager monitors the change over the long-term, being alertfor difficulties as the appear. It is helpful to have an understanding of why people resistchange, because understanding this allows us to plan strategies to reduce resistance fromthe beginning. Also, some of the reasons that people resist change do not seem to makesense to the casual observer. At times they can seem nonsensical and illogical. They are,nonetheless, important.
SOME REASONS WHY PEOPLE RESENT OR RESIST CHANGE: 1
1. One major reason why people resist change is the potential for loss on a personal level.Note that objectively there may be little threat, but people may act as if there is one.
Some of the things people feel are at risk during change processes are:SECURITYFRIENDS AND CONTACTSMONEYFREEDOMPRIDE AND SATISFACTION

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