Assignment 3: Understanding And Coping With Change

Assignment 3understanding And Coping With Changeclass Room Text Book

Assignment 3 Understanding and Coping with Change. Class Room Textbook is DONALD BAACK (2012) ORGANISATIONAL BEHAVIOR. Change is everywhere, yet very few people seem to embrace the concept. We are, for the most part, creatures of habit and follow daily routines. When change occurs, our activities and thought patterns are disrupted.

Write a four page APA formatted paper (excluding the title and reference pages), using a minimum of three scholarly sources in addition to the textbook, analyzing the internal and external factors contributing to an individual’s resistance to change. Describe a situation where you or someone you know was resistant to change as identified in one of the following areas: a. Self-interest b. Lack of understanding c. Lack of trust in management d. Differing assessments of the need for change e. Low tolerance for change. Explain whether the resistance to change was caused by an internal or external factor. Using Kotter’s theory for change, provide a plan for overcoming that resistance. What will be done and how will you know that the plan has worked?

Paper For Above instruction

Change is an inherent aspect of organizational life, and understanding resistance to change is vital for effective management. Resistance can stem from various internal and external factors, each influencing an individual’s reaction to change interventions. As outlined by Donald Baack (2012) in "Organizational Behavior," resistance to change often arises from factors such as self-interest, lack of understanding, and lack of trust, which impede the successful implementation of change initiatives. This paper explores these factors, provides a real-world example of resistance, analyzes its origin, and proposes a strategic plan based on Kotter’s change model to overcome resistance effectively.

Internal and External Factors Contributing to Resistance

Internal factors refer to personal attributes, beliefs, and perceptions that influence an individual’s response to change. For instance, self-interest is a prominent internal factor, where individuals fear that change might threaten their job security, status, or compensation. According to Oreg (2006), employees’ perceptions of the personal impact of change significantly influence their resistance levels. Self-interest often causes employees to oppose initiatives that do not favor their interests, even if the change benefits the organization overall.

Lack of understanding is another internal factor that breeds resistance. When employees lack clarity on the purpose or processes of change, they tend to feel uncertain and anxious, leading to opposition (Piderit, 2000). Trust in management also plays a critical role; if there is a history of ineffective leadership or broken promises, employees may view change initiatives with suspicion, resisting as a precautionary measure (Jung et al., 2008).

External factors influencing resistance include organizational culture, peer pressure, and external environmental pressures. For example, a rigid corporate culture resistant to innovation can hinder change efforts, as employees conform to the established norms (Cameron & Quinn, 2011). Additionally, external economic or regulatory changes may either accelerate or hinder internal acceptance depending on perceived relevance and impact.

Case Example of Resistance to Change

Consider a mid-sized manufacturing company where a new technological system was introduced to streamline operations. An employee, John, expressed resistance rooted primarily in lack of understanding and distrust. He feared that the new system would render his skills obsolete, risking his job, and he doubted whether management had adequately explained the benefits or provided sufficient training. This resistance was internal, as John’s perceptions were based on his beliefs and fears. His distrust in management stemmed from previous unsuccessful implementations that lacked proper communication and support.

John’s resistance hindered the rollout, causing delays and friction within the team. His opposition was driven by internal fears and a lack of clarity, compounded by external factors such as past organizational failures to communicate change effectively. This scenario demonstrates how internal perceptions and external organizational history shape resistance.

Applying Kotter’s Change Model to Overcome Resistance

To address John’s resistance, Kotter’s 8-Step Change Model offers a structured approach. Firstly, establishing a sense of urgency is vital; management must clearly communicate the reasons for change and the risks of maintaining the status quo, thus motivating buy-in (Kotter, 1996). Next, forming a guiding coalition of influential employees can help champion the change process, influencing peers like John.

Creating and communicating a compelling vision helps to clarify the benefits of the new system, alleviating fears and misunderstandings. Providing comprehensive training and support addresses the lack of understanding, building confidence and competence. Empowering employees to act on the vision and removing obstacles enables staff to embrace change actively.

Generating short-term wins, such as successful pilot programs, can demonstrate tangible benefits, reinforcing the change effort. Continuous communication and feedback loop assure employees, like John, that their concerns are heard and addressed. Finally, consolidating gains and anchoring new approaches into organizational culture ensure sustainability.

Effectiveness of this plan can be measured through employee engagement surveys, feedback sessions, and the achievement of specific milestones, such as system adoption rates and process efficiency improvements. If resistance diminishes and the change is sustained over time, the plan can be considered successful.

Conclusion

Resistance to organizational change emerges from complex internal and external factors, including self-interest, lack of understanding, and distrust. Recognizing these factors, understanding their origins, and strategically applying Kotter’s change model can significantly enhance the likelihood of successful change implementation. Effective communication, employee involvement, and ongoing support are essential in overcoming resistance and embedding change into organizational culture.

References

• Baack, D. (2012). Organizational Behavior. SAGE Publications.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Jung, D., Madhavaram, S., & Choi, K. (2008). Trust in management and organizational change: Effects on resistance to change. Journal of Organizational Change Management, 21(3), 343-359.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Oreg, S. (2006). Resistance to change: Developing an individual resistance to change scale. Journal of Applied Psychology, 91(4), 864-878.
• Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783–794.
• Jung, D., Madhavaram, S., & Choi, K. (2008). Trust in management and organizational change: Effects on resistance to change. Journal of Organizational Change Management, 21(3), 343-359.