Mgt 426 Resistance To Change Paper
Resistance to Change
MGT/426
Resistance to Change
One of the many attributes that contribute to the lack of a successful implementation of a change within an organization is the “resistance to change”. As with any form of resistance, resistance to change is something that can bring about a strong response. Many experts refer to the resistance to change as a cancer within the organization, and the main killer of progress and good-intentions. While change and resistance to change will be analyzed in many different ways, simply put, the resistance to change will be the number problem when an organization attempts to change something, and some resistance can “poison” the whole process (Palmer, Dunford, & Akin, 2006, Pg. 145).
Positive Change …show more content…
There will always be resistance to change and the entire focus of the organization should not be caught up in focusing on the resistance, but also realize there are many within the organization who do not resist the change. In fact, there are many factors and possible outcomes to change that cause a positive reaction to change:
Security: A change in the organization can increase demands for a particular workers jobs skills while providing them with job security and prospects of career advancements.
Money: One of the biggest resistances to change; however, a change may also result in an increase in wages and lead to less resistance.
Authority: Changes within the organization can result in promotions for certain job skills or add additional decision-making responsibilities.
Status/prestige: Changes in the organization can result in changes of title, assignments, or office space, etc.
Responsibility: Changes within jobs and responsibility delegation may occur.
Better working conditions: The working environment (physical) may change and new equipment may be required to support the change.
Self-satisfaction: Change can bring about a greater sense of achievement or present them with additional challenges to overcome.
Personal Contacts: The change may put employees in more contact with influential people within the organization.
Time and effort: Changes may result in improved operational efficiencies, or less effort to achieve the same results (Palmer, Dunford, & Akin, 2006, Pg. 146-147).
Individuals Common Emotions of Resistance
The easiest way to identify resistance to change within the organization has been broken down into a series of different emotions. These emotions or reactions can help management recognize people within the organization who are showing signs of resistance. Recognizing these emotions can be a helpful tool in identifying who will be a problem when implementing change.
Being Critical of everything
Manipulation
Undermining whenever possible
Sabotage
Blocking
Constant arguing
Malicious compliance
Procrastination
Selectively using certain facts
Finding fault in everything
Appealing to fears
Threats and intimidation
Feigning Ignorance
Withholding information, help, or support
Allowing change to fail
Starting rumors
False accusations or blaming others
Failure to implement change
Ridiculing others or management
Distorting known facts
(Palmer, Dunford, & Akin, 2006, Pg. 147-148)
Individuals Dislike of Change
While these emotions are clear-cut signs of resistance to change, they do not tell us why people dislike the implementation of change to begin with. There are many reasons why people dislike change, but understanding why people resist the change can help the organizations management better understand and correct the problems. The following are a few reasons of why employees dislike change:
Dislike of change
Discomfort with uncertainty
Perceived negative effects in personal interest
Belief of inappropriate changes
Lack of conviction that change is needed
Lack of clarity of expectations
Wrong timing
Attachment to current culture
Perceived breach of psychological contracts
Change in excess
Clash of ethics
Cumulative changes all at once
Disagreement with management style
Reaction to experience of previous changes
(Palmer, Dunford, & Akin, 2006, Pg. 154)
Organizational Dislike of Change
While most people would think resistance to change would be something that the most resistance would come from front-line employees, recent studies show that the most resistance to change comes from middle management, or the leadership structure of the organization itself. In a recent study in 2005, a survey of 411 companies revealed that resistance to change of front line employees was at 19%, while 53% middle management resisted change. The survey also asked why they resisted change and came up with very different results. Of the top five reasons, the results showed that middle management and front-line employees had very different reasons for resisting change (Rock, 2008).
Why management resist change:
Why front line employees resist change:
Loss of power and control
Lacked awareness of business needs for change
Fear and doubts
Layoffs
Overload of responsibilities
Comfort in current routine
Lack of skills or education
Unsure if they possessed the skills for sucess
Lacked awareness of need for change
Belief they needed to do more with less, or more for the same pay.
(Rock, 2008)
Managing Resistance and Change: Lewin’s Change Model Management So far, we have identified reasons and factors for resistance to change, and even positive factors of change. Change is a common in the new business world, whereas the world has slowly merged in to a competitive and cutthroat global economic environment. This leads to changes within every industry, because without change, the competition will leave you struggling to survive. The concept of change management is something in nearly every business today, but how businesses manage this change varies dependent upon the business, the change, and the people involved. One of the biggest factors in change and change management depends on how much people within the organization understand the change process (Mind Tools, 2012).
Lewin’s Model One of the cornerstone models for understanding organizational change was a development by a physicist and social scientist Kurt Lewin in the 1940’s. His change model is Unfreeze – Change – Refreeze, which describes the three phases of change. The Lewin model is best shown in an analogy of changing the shape of a block of …show more content…
ice.
(Mind Tools, 2012) In the analogy of a change model, you have a block of ice, but what you need is a cone of ice.
In order to make the changes needed to get the cone of ice, you have to make it amendable to change, or unfreeze it. Then, you must mold the water into the shape you want, or change. Finally, you must solidify the new change, or refreeze. By looking at change as a process with different stages, management can prepare for what is coming versus jumping in blindly, and manage the transition.
Unfreeze
The first stage (unfreezing) involves preparing the entire organization that change is a necessary, and breaking down the existing status quo so that you can begin to build a new way of operations. The main element of this of this stage is a compelling argument showing why the existing way of doing business is no longer feasible. This information can include evidence such as declining sales, poor financial results, or declining customer satisfaction. These figures can show elements that have to change in a way that everyone can understand. To do this successfully, you have to challenge the beliefs, attitudes, values, culture, and behaviors that define the organization. Consider this step an analogy of a building; you must be prepared to change the existing foundation that holds it up if you intend to add more stories. If you skip this step, the whole building will risk collapsing on itself. By making the organization re-examine its core structure, you essentially
create a controlled crisis. This crisis will build up a strong motivation to create a new equilibrium and without this motivation; you will not get the participation needed to make the change a success (Mind Tools, 2012).
Determine what needs to change!
Ensure you have strong support from the organizations management structure
Create the need for a change and back it up with credible information
Effectively manage any doubts or concerns
Change After the crisis of the unfreeze stage, the change stage is where the employees will begin to resolve any uncertainty and look for new ways to create a new equilibrium. To make this transition easier on themselves and those around them, they will act in a way to support the new direction. This transition however, does not happen overnight. In order for employees to accept the change and make the change successful, they will need to understand how the changes benefit them and the company. Not everyone will fall in this line just because they need to and it will benefit the company, although this is a common assumption. Time and communication are the key factors for success in the change phase. Employees will need the time to understand the change and look for a sense of connection to the organization during this transition. During this period, a hands-on approach management style over a period of time and consistent effort are the best approach to the situation (Mind Tools, 2012).
Communicate as often as possible!
Kill any rumors with open and honest answers
Empower action through providing employee involvement
Involve employees in every step of the process (sense of belonging)
Refreeze Once the new changes have begun to take their shape and employees have embraced the new processes of working, the organization has reached the point of being ready to refreeze. This stage also needs to help employees in the organization institutionalize and internalize all of the new changes. This means that management needs to make sure that all of the changes are in use every day. With this in check, a new sense of stability is born and employees become more comfortable with the new process and confidence in the change increases daily. The refreeze process questioned because of the new ever-changing business environment. However, this stage is still important. Without a refreeze, employees will fall in a transition whereas they are not sure how task are supposed to take place. This results in processes never reaching full capacity. This also results in future changes becoming more difficult as it is impossible to convince people that change is needed if you have not even fully implemented the previous change models. Change will become something seen as “change for changes sake” and the motivation needed to make it happen will no longer exist. Most important during the refreeze process, celebrate the success of change as this helps employees find closure. Thank them for enduring the change as it will help them believe in change and that future changes can and will be successful (Mind Tools, 2012).
Anchor in change and what supports the change
Develop methods of sustaining the changes
Provide any needed support and necessary changes
Celebrate and reward successful implementation
Conclusion This paper has focused on the resistance to change. While it is a concern for those responsible for the management of change, it is equally important for management not to ignore the reasons people have for supporting the change. Not every employee will resistant change and while there will be people who do, do not waste time on those who welcome change. In addition, resistance to change is not something that is only applicable to front-line employees, but evidence has shown management is more resistant to change. When an organization is intending on implementing a change process, they should identify four key factors known as a resistance profile that identifies the likely resistors and their reasons, their strength, the likely manifestations, and the potential for undermine the initiative. With these factors identified, management should be able to identify a situation and make an informed decision on how to deal with it. As with every organization, no two are the same, and no process model or implementation will ever be the same. Learning how to deal with resistance to implementation is something that leaders will have to learn how to handle accordingly to their unique situation (Palmer, Dunford, & Akin, 2006, Pg. 167).
References
Mind Tools. (2012). Lewin’s Change Management Model. Retrieved from http://www.mindtools.com/pages/article/newPPM_94.htm
Palmer, I., Dunford, R., & Akin, G. (2006). Managing Organizational Change. New York, NY: McGraw Hill - Irwin.
Rock, S. (2008, April 18). Resistance to Change. Retrieved from http://orgreadiness.com/2008/04/18/resistance-to-change.html
MGT/426
Resistance to Change
One of the many attributes that contribute to the lack of a successful implementation of a change within an organization is the “resistance to change”. As with any form of resistance, resistance to change is something that can bring about a strong response. Many experts refer to the resistance to change as a cancer within the organization, and the main killer of progress and good-intentions. While change and resistance to change will be analyzed in many different ways, simply put, the resistance to change will be the number problem when an organization attempts to change something, and some resistance can “poison” the whole process (Palmer, Dunford, & Akin, 2006, Pg. 145).
Positive Change …show more content…
There will always be resistance to change and the entire focus of the organization should not be caught up in focusing on the resistance, but also realize there are many within the organization who do not resist the change. In fact, there are many factors and possible outcomes to change that cause a positive reaction to change:
Security: A change in the organization can increase demands for a particular workers jobs skills while providing them with job security and prospects of career advancements.
Money: One of the biggest resistances to change; however, a change may also result in an increase in wages and lead to less resistance.
Authority: Changes within the organization can result in promotions for certain job skills or add additional decision-making responsibilities.
Status/prestige: Changes in the organization can result in changes of title, assignments, or office space, etc.
Responsibility: Changes within jobs and responsibility delegation may occur.
Better working conditions: The working environment (physical) may change and new equipment may be required to support the change.
Self-satisfaction: Change can bring about a greater sense of achievement or present them with additional challenges to overcome.
Personal Contacts: The change may put employees in more contact with influential people within the organization.
Time and effort: Changes may result in improved operational efficiencies, or less effort to achieve the same results (Palmer, Dunford, & Akin, 2006, Pg. 146-147).
Individuals Common Emotions of Resistance
The easiest way to identify resistance to change within the organization has been broken down into a series of different emotions. These emotions or reactions can help management recognize people within the organization who are showing signs of resistance. Recognizing these emotions can be a helpful tool in identifying who will be a problem when implementing change.
Being Critical of everything
Manipulation
Undermining whenever possible
Sabotage
Blocking
Constant arguing
Malicious compliance
Procrastination
Selectively using certain facts
Finding fault in everything
Appealing to fears
Threats and intimidation
Feigning Ignorance
Withholding information, help, or support
Allowing change to fail
Starting rumors
False accusations or blaming others
Failure to implement change
Ridiculing others or management
Distorting known facts
(Palmer, Dunford, & Akin, 2006, Pg. 147-148)
Individuals Dislike of Change
While these emotions are clear-cut signs of resistance to change, they do not tell us why people dislike the implementation of change to begin with. There are many reasons why people dislike change, but understanding why people resist the change can help the organizations management better understand and correct the problems. The following are a few reasons of why employees dislike change:
Dislike of change
Discomfort with uncertainty
Perceived negative effects in personal interest
Belief of inappropriate changes
Lack of conviction that change is needed
Lack of clarity of expectations
Wrong timing
Attachment to current culture
Perceived breach of psychological contracts
Change in excess
Clash of ethics
Cumulative changes all at once
Disagreement with management style
Reaction to experience of previous changes
(Palmer, Dunford, & Akin, 2006, Pg. 154)
Organizational Dislike of Change
While most people would think resistance to change would be something that the most resistance would come from front-line employees, recent studies show that the most resistance to change comes from middle management, or the leadership structure of the organization itself. In a recent study in 2005, a survey of 411 companies revealed that resistance to change of front line employees was at 19%, while 53% middle management resisted change. The survey also asked why they resisted change and came up with very different results. Of the top five reasons, the results showed that middle management and front-line employees had very different reasons for resisting change (Rock, 2008).
Why management resist change:
Why front line employees resist change:
Loss of power and control
Lacked awareness of business needs for change
Fear and doubts
Layoffs
Overload of responsibilities
Comfort in current routine
Lack of skills or education
Unsure if they possessed the skills for sucess
Lacked awareness of need for change
Belief they needed to do more with less, or more for the same pay.
(Rock, 2008)
Managing Resistance and Change: Lewin’s Change Model Management So far, we have identified reasons and factors for resistance to change, and even positive factors of change. Change is a common in the new business world, whereas the world has slowly merged in to a competitive and cutthroat global economic environment. This leads to changes within every industry, because without change, the competition will leave you struggling to survive. The concept of change management is something in nearly every business today, but how businesses manage this change varies dependent upon the business, the change, and the people involved. One of the biggest factors in change and change management depends on how much people within the organization understand the change process (Mind Tools, 2012).
Lewin’s Model One of the cornerstone models for understanding organizational change was a development by a physicist and social scientist Kurt Lewin in the 1940’s. His change model is Unfreeze – Change – Refreeze, which describes the three phases of change. The Lewin model is best shown in an analogy of changing the shape of a block of …show more content…
ice.
(Mind Tools, 2012) In the analogy of a change model, you have a block of ice, but what you need is a cone of ice.
In order to make the changes needed to get the cone of ice, you have to make it amendable to change, or unfreeze it. Then, you must mold the water into the shape you want, or change. Finally, you must solidify the new change, or refreeze. By looking at change as a process with different stages, management can prepare for what is coming versus jumping in blindly, and manage the transition.
Unfreeze
The first stage (unfreezing) involves preparing the entire organization that change is a necessary, and breaking down the existing status quo so that you can begin to build a new way of operations. The main element of this of this stage is a compelling argument showing why the existing way of doing business is no longer feasible. This information can include evidence such as declining sales, poor financial results, or declining customer satisfaction. These figures can show elements that have to change in a way that everyone can understand. To do this successfully, you have to challenge the beliefs, attitudes, values, culture, and behaviors that define the organization. Consider this step an analogy of a building; you must be prepared to change the existing foundation that holds it up if you intend to add more stories. If you skip this step, the whole building will risk collapsing on itself. By making the organization re-examine its core structure, you essentially
create a controlled crisis. This crisis will build up a strong motivation to create a new equilibrium and without this motivation; you will not get the participation needed to make the change a success (Mind Tools, 2012).
Determine what needs to change!
Ensure you have strong support from the organizations management structure
Create the need for a change and back it up with credible information
Effectively manage any doubts or concerns
Change After the crisis of the unfreeze stage, the change stage is where the employees will begin to resolve any uncertainty and look for new ways to create a new equilibrium. To make this transition easier on themselves and those around them, they will act in a way to support the new direction. This transition however, does not happen overnight. In order for employees to accept the change and make the change successful, they will need to understand how the changes benefit them and the company. Not everyone will fall in this line just because they need to and it will benefit the company, although this is a common assumption. Time and communication are the key factors for success in the change phase. Employees will need the time to understand the change and look for a sense of connection to the organization during this transition. During this period, a hands-on approach management style over a period of time and consistent effort are the best approach to the situation (Mind Tools, 2012).
Communicate as often as possible!
Kill any rumors with open and honest answers
Empower action through providing employee involvement
Involve employees in every step of the process (sense of belonging)
Refreeze Once the new changes have begun to take their shape and employees have embraced the new processes of working, the organization has reached the point of being ready to refreeze. This stage also needs to help employees in the organization institutionalize and internalize all of the new changes. This means that management needs to make sure that all of the changes are in use every day. With this in check, a new sense of stability is born and employees become more comfortable with the new process and confidence in the change increases daily. The refreeze process questioned because of the new ever-changing business environment. However, this stage is still important. Without a refreeze, employees will fall in a transition whereas they are not sure how task are supposed to take place. This results in processes never reaching full capacity. This also results in future changes becoming more difficult as it is impossible to convince people that change is needed if you have not even fully implemented the previous change models. Change will become something seen as “change for changes sake” and the motivation needed to make it happen will no longer exist. Most important during the refreeze process, celebrate the success of change as this helps employees find closure. Thank them for enduring the change as it will help them believe in change and that future changes can and will be successful (Mind Tools, 2012).
Anchor in change and what supports the change
Develop methods of sustaining the changes
Provide any needed support and necessary changes
Celebrate and reward successful implementation
Conclusion This paper has focused on the resistance to change. While it is a concern for those responsible for the management of change, it is equally important for management not to ignore the reasons people have for supporting the change. Not every employee will resistant change and while there will be people who do, do not waste time on those who welcome change. In addition, resistance to change is not something that is only applicable to front-line employees, but evidence has shown management is more resistant to change. When an organization is intending on implementing a change process, they should identify four key factors known as a resistance profile that identifies the likely resistors and their reasons, their strength, the likely manifestations, and the potential for undermine the initiative. With these factors identified, management should be able to identify a situation and make an informed decision on how to deal with it. As with every organization, no two are the same, and no process model or implementation will ever be the same. Learning how to deal with resistance to implementation is something that leaders will have to learn how to handle accordingly to their unique situation (Palmer, Dunford, & Akin, 2006, Pg. 167).
References
Mind Tools. (2012). Lewin’s Change Management Model. Retrieved from http://www.mindtools.com/pages/article/newPPM_94.htm
Palmer, I., Dunford, R., & Akin, G. (2006). Managing Organizational Change. New York, NY: McGraw Hill - Irwin.
Rock, S. (2008, April 18). Resistance to Change. Retrieved from http://orgreadiness.com/2008/04/18/resistance-to-change.html