Professional Documents
Culture Documents
R2211D15373254
UPLMBAM08-47460
10 June 2023
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Introduction
is common for employees to resist change, it can hinder progress and cause
It also seeks to explore the causes of change resistance and highlight the significance
through change.
of change resistance when managing employees through change, and to examine the
process. The approach taken in addressing this essay will be to review relevant
and its management. The contention of this essay is that managing employees through
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Problem Statement
There are different ways in which people can resist change, such as through passive
employees who are not vocal about their opposition to change but may express their
resistance, on the other hand, involves employees who openly express their opposition
(Furxhi, 2021). Compliance is the least visible form of resistance, where employees
appear to accept the change but do not fully engage with it.
Resistance to change can be caused by various factors, including fear of the unknown,
lack of trust in management, and perceived loss of control. Employees may resist
change because they are uncertain about how it will affect their job security,
they do not trust management to make the right decisions or communicate effectively
about the change. Employees may oppose change because they believe it will lead to
certain situations. For example, employees may resist change because they are
passionate about their work and want to ensure that the change is implemented in a
way that does not compromise quality or efficiency. Additionally, employees may
resist change because they have valuable insights or expertise that can be used to
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Having a detailed comprehension of resistance to change can be beneficial in
managing employees during periods of change in multiple ways. Firstly, it can enable
managers to predict and tackle possible sources of resistance before they escalate into
significant problems. For example, if managers understand that employees may resist
change because they fear job loss, they can communicate proactively about the
recognizing and utilizing sources of support for the change. For example, if managers
understand that employees may resist change because they feel that it will result in a
loss of control, they can involve employees in the change process and give them a
progress and cause disruptions in the workplace (Ivaldi, 2022). However, a nuanced
change. By recognizing that resistance is a natural response to change and that it can
be beneficial in some instances, managers can anticipate and address potential sources
of resistance and identify and leverage sources of support for the change.
Analysis
Resistance to change can take various forms, including passive resistance, active
resisting change by doing nothing or by continuing with their usual routines. Active
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employees going along with the change but not fully embracing it (Al-Momani,
2016).
The reasons for resistance to change are varied and complex. Some employees resist
change because they fear the unknown, while others resist because they feel that the
change will threaten their job security or their status within the organization (Ford,
2008). Additionally, employees may resist change because they do not agree with the
reasons for the change or because they do not trust the supervision team.
provide valuable feedback on the change initiative and help identify potential issues
change effectively, involving employees in the change process, and providing support
and resources to employees during the change process. It also requires recognizing
and addressing the emotional and psychological aspects of change, such as fear,
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Managing Resistance to Change
understanding of the reasons for resistance and the different forms it can take. This
One strategy for managing resistance to change is to involve employees in the change
address some of the reasons for resistance, such as fear of the unknown and lack of
information about the change and its benefits. This information should be
communicated clearly and consistently to all employees, and it should address any
concerns or questions that employees may have about the change (Ford, 2008).
coaching, mentoring, or skills training to assist them in adapting to the change. This
training and support can be provided in various ways. By providing employees with
the appropriate training and support, managers can decrease resistance to change and
2006).
new electronic medical records system in a hospital. The implementation of the new
system was met with resistance from the medical staff, who were concerned about the
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impact of the new system on their workload and patient care. The hospital
management recognized the potential for resistance to change and took a proactive
approach to manage it. The planning and implementation of the new system included
the participation of medical staff, the provision of training and support to the staff,
and the effective communication of the advantages of the new system. As a result, the
implementation of the new system was successful, and the medical staff embraced the
change.
Another example of managing resistance to change is the case of the merger of two
companies. The merger was met with resistance from the employees of both
companies, who were concerned about job security and changes in job
responsibilities. The management of the merged company recognized the potential for
resistance to change and took a proactive approach to manage it. They involved the
benefits of the merger effectively, and provided support and resources to the
employees during the transition period. As a result, the merger was successful, and the
Theoretical Analysis
Several theories explain why employees resist change and how managers can manage
theory that consists of three stages: unfreezing, changing, and refreezing (Lewin,
encourage employees to accept the change. In the changing stage, managers should
implement the change and offer assistance and resources to employees. Finally, in the
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refreezing stage, managers must reinforce the change to ensure that it becomes a
themselves and others into social groups based on similarities and differences. When
resistance. Managers can address this resistance by emphasizing the shared identity of
the organization and the employees and by involving employees in the change
process.
The social identity theory (Tajfel, 1979) is another theory that explains resistance to
change. Social identity theory suggests that individuals derive their self-esteem from
providing employees with positive feedback and recognition for their contributions to
the organization.
Practical Application
to change effectively. One example of how managers can apply Lewin's Change
the need for change and the consequences of not changing (Lewin, 1947). For
instance, a company may communicate to its employees that it needs to adopt new
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technology to remain competitive in the market. By doing so, employees will be
involving employees in the change process. For instance, a company may form a
employees are engaged in the process, they will have a stronger sense of ownership
and commitment towards the change, which in turn will decrease any resistance.
Finally, an example of how managers can apply social identity theory is by providing
employees with positive feedback and recognition for their contributions to the
successfully adapted to the change and have contributed to the success of the
organization. By doing so, employees will feel valued and appreciated, reducing
resistance.
Conclusion
successfully guide and support employees during periods of change. Several theories,
identity theory, explain why employees resist change and how managers can manage
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resistance to change effectively (Lewin, 1947). The practical application of theoretical
process, and providing positive feedback and recognition, is critical for managing
managers can improve the chances of a successful change process and ensure that the
thorough understanding of the various ways in which people resist change. Resistance
Managers must understand the reasons for resistance and develop strategies to address
it, such as involving employees in the change process, providing information about
the change, and providing training and support (Widarko, 2022). By managing
change process and ensure that the organization remains competitive and relevant in
the market.
reaction to change initiatives, and that it can have beneficial outcomes. Successful
clearly, engaging employees in the change process, and offering assistance and
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References
Cameron, E. &. G. M., 2015. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. s.l.: Kogan Page
Publishers.
Ford, J. D. F. L. W. &. D. A., 2008. Resistance to change: The rest of the story.
Academy of Management Review, 33(2), pp. 362-377.
Furxhi, G., 2021. Employee’s resistance and organizational change factors. European
journal of business and management research, 2507 (1076), pp. 30-32.
Kotter, J. P., 1995. Leading change: Why transformation efforts fail.. Harvard
Business Review, 73(2), pp. 59-67.
Lewin, K., 1947. Frontiers in group dynamics: Concept, method and reality in social
science; social equilibria and social change. Human Relations, 1(1), pp. 5-41.
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Oreg, S., 2006. Personality, context, and resistance to organizational change.
European Journal of Work and Organizational Psychology, 15(1), pp. 73-101.
Tajfel, H. &. T. J. C., 1979. An integrative theory of intergroup conflict. The social
psychology of intergroup relations, pp. 33-47.
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