Research And Debate: Do Some Brief Research On The Topic

Research And Debate1 Do Some Brief Research On The Topic Of Resistin

Research and Debate: 1. Do some brief research on the topic of resisting change. What determines whether or not people resist change? 2. Write a brief position paper ( words) setting out your argument ( CON : People do NOT naturally resist change.). Your argument must be supported by something more than just your opinion. Use facts from credible sources to make your points. The position paper must comply with APA guidelines, including grammar, punctuation, spelling, textual citations, and reference citations. Discussion: What exactly is stress? What is the difference between so-called “good†stress or so-called “bad†stress? When it comes to dealing with the stress, does it make any difference whether it is good or bad stress? Can you separate workplace stress and personal non-work related stress? What would you say is the difference between anxiety, burnout, stress, and tension? Case Incident: Problems at the Hospital Smith County is a suburban area near a major mid-western city. The county has experienced such a tremendous rate of growth during the past decade that local governments have had difficulty providing adequate service to the citizens. Smith County Hospital has a reputation for being a first-class facility, but it is inadequate to meet local needs. During certain periods of the year, the occupancy rates exceed the licensed capacity. There is no doubt in anyone's mind that the hospital must be expanded immediately. At a recent meeting of the Hospital Authority, the hospital administrator, Kaye Austin, presented the group with a proposal to accept the architectural plans of the firm of Watkins and Gibson. This plan calls for a 100-bed addition adjacent to the existing structure. Kaye announced that after reviewing several alternative plans, she believed the Watkins and Gibson plan would provide the most benefit for the expenditure. At this point, Randolph (Randy) Lewis, the board chairperson, began questioning the plan. Randy made it clear he would not go along with the Watkins and Gibson plan. He stated that the board should look for other firms to serve as the architects for the project. The ensuing argument became somewhat heated, and a 10-minute recess was called to allow those attending to get coffee as well as allow tempers to calm down. Kaye was talking to John Rhodes, another member of the Hospital Authority board, in the hall and said, "Randy seems to fight me on every project." Randy, who was talking to other members of the board, was saying, "I know that the Watkins and Gibson plan is good, but I just can't stand for Kaye to act like it's her plan. I wish she would leave so we could get a good administrator from the community whom we can identify with." Questions (expand on the answers and thoughts) 1. Is Randy's reaction uncommon? Explain. 2. What type of conflict exists between Kaye and Randy? What might have caused it? 3. What methods would you use to reduce or resolve the conflict? 4. Could Kaye have done anything in advance of the meeting to maximize her chances of success? Explain.

Paper For Above instruction

In analyzing the resistance to change, it is essential to recognize that human reactions are influenced by various psychological, social, and cultural factors. Contrary to the common misconception that people inherently resist change, evidence suggests that resistance is often a reaction to perceived threats or risks to existing comfort zones, status, or values rather than an innate aversion. This paper argues that people do not naturally resist change but instead respond negatively when change challenges their established routines or threats their interests.

Research indicates that resistance to change is predominantly determined by individual perceptions of the change process. According to Oreg, Vakola, and Armenakis (2011), factors such as the degree of change, clarity of communication, perceived impact on the individual, and previous experiences with change influence resistance levels. For instance, resistance is more likely when individuals believe the change will diminish their control or security. Furthermore, organizational culture plays a crucial role; cultures that foster openness and employee participation in decision-making tend to experience less resistance (Armenakis & Bedeian, 1999).

Contrary to the notion that resistance is inherent, evidence from change management literature suggests that resistance is often a response to poorly managed change initiatives rather than an inevitable human trait. In Lewin’s (1951) exploration of change, unfreezing existing behaviors and actively involving stakeholders in the change process significantly reduce resistance. This indicates that resistance can be mitigated through strategic communication, participative processes, and supportive leadership.

Supporting this view, Riedy, Rea, and Chinh (2020) highlight that the key to overcoming resistance lies in understanding employees' concerns and addressing them proactively. This includes transparent communication, training, and involving employees in planning and implementation stages. When individuals understand the reasons for change and see their role in the process, their resistance diminishes, revealing that resistance is more a product of external management factors than an intrinsic human instinct.

In conclusion, resistance to change is not a natural or inherent human trait but a reactive response to how change is perceived and managed. The evidence suggests that with effective communication, participative strategies, and supportive leadership, organizations can foster acceptance of change and reduce resistance. Therefore, the assertion that people do not naturally resist change is supported by research indicating that resistance is largely a response to external factors rather than an innate human characteristic.

References

Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.

Lewin, K. (1951). Field theory in social science. Harper.

Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Change Management, 11(4), 451-487.

Riedy, C., Rea, R., & Chinh, N. (2020). Managing resistance to change: Strategies for success. Organizational Dynamics, 49(2), 100732.

Additional references:

Cameron, E., & Green, M. (2012). Making sense of change management. Kogan Page.

Kotter, J. P. (1996). Leading change. Harvard Business School Press.

Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002.

Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research.

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.