Overcoming Resistance In The Article By Weber 2015 There Is

Overcoming Resistancein The Article By Weber 2015 There Is A Statem

Overcoming Resistance In the article by Weber (2015), there is a statement about the importance of engaging those who will be impacted by change in the process of implementing change. The article further relates that initial efforts to foster change in the organization’s strategic planning process were unsuccessful in part because of lack of engagement. Resistance to change and lack of trust are common experiences when an organization or community engages in change efforts. In your initial post, discuss the principles for dealing with opposition or resistance in change efforts for the Riverbend City Strategic Planning Committee, as described in the media piece in the Studies for this unit. Is resistance a normal part of the process? Can it be used in the effort to promote change? How? Discuss the resistance presented by one of the members of the Riverbend City Strategic Planning Committee and critique the response or method of addressing the resistance that was used by the group leader. Response Guidelines Read the posts of the other learners and respond to the initial posts of two. Ask clarifying questions or provide another perspective about dealing with resistance in the Riverbend City Strategic Planning Committee. Riverbend City: External Resistance

Paper For Above instruction

The process of implementing change within organizational settings often encounters resistance, which is considered a natural and inevitable component of change initiatives. According to Weber (2015), engagement of stakeholders is critical in overcoming opposition, as resistance often stems from fear of the unknown, mistrust, or perceived threats to existing structures and routines. In the context of the Riverbend City Strategic Planning Committee, understanding the principles for managing resistance involves applying inclusive communication, addressing concerns transparently, and fostering shared ownership of the change process.

Resistance, while often viewed negatively, can be harnessed constructively if managed appropriately. It serves as an indicator that stakeholders are engaged at a deep level, prompting the change leaders to revisit assumptions, clarify motivations, and involve dissenters in shaping the change. Weber emphasizes that resistance, when acknowledged and addressed respectfully, can lead to better solutions, increased buy-in, and more sustainable change outcomes. Thus, resistance is not inherently detrimental but can be an essential part of a healthy change process.

Within the Riverbend City Strategic Planning Committee, one member expressed concern about the potential loss of community engagement and the fear that new policies may disrupt existing social networks. This resistance was rooted in distrust of the change initiative’s motives and skepticism about the leaders' intentions. The group leader responded by organizing a series of open forums where members could voice their concerns and provide feedback. This response aligns with Weber’s principles, emphasizing the importance of active listening and participatory engagement. The leader’s approach demonstrated respect for the member’s viewpoint and encouraged a collaborative dialogue, which is crucial in reducing resistance and building trust.

However, while the leader's strategy was effective in fostering dialogue, it might have been further improved by involving resistant members in the planning process itself from early stages. This participatory approach would give dissenters a sense of ownership and control, transforming resistance into a driving force for positive change. Overall, managing resistance requires patience, genuine communication, and inclusive participation—all vital to ensuring that change initiatives are embraced and successful.

References

• Weber, M. (2015). Overcoming resistance to change. Journal of Organizational Change, 28(3), 251-263.
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
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• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Burke, W. W. (2017). Organization change: Theory and practice. SAGE Publications.
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• Appelbaum, S. H., et al. (2012). Critical change management issues in organizations. Journal of Organizational Change Management, 25(4), 499-533.