Resistance To Change In Your Own Words: What Is Your Underst ✓ Solved

Resistance to Change IN YOUR OWN WORDS: What is your understanding of

Activity1piderit 2000 Believes That The Definition Of The Term Res

Activity1piderit 2000 Believes That The Definition Of The Term Res

Activity #1 Piderit (2000) believes that the definition of the term resistance must incorporate a much broader scope. She states that "a review of past empirical research reveals three different emphases in conceptualizations of resistance: as a cognitive state, as an emotional state, and as a behavior" (p. 784). The notion that employee resistance can be overcome cognitively suggests that negative thoughts or beliefs about the change exist. Piderit sites, "Watson (1982) who suggests that what is often labeled as resistance is, in fact, only reluctance.

Armenakis, Harris, and Mossholder (1993) define resistance in behavioral terms but suggest that another state precedes it: is a cognitive state they call (un)-readiness" (2000, p. 785). Others attempt to define employee resistance based on the emotional factors exhibited as a result of organizational change. From their early study, Coch and French (1948) acknowledged aggression and frustration in employees as the emotional factors that caused undesirable behaviors and resistance to change. Argyris and Schon (1974, 1978) noted that resistance to change is a defense mechanism caused by frustration and anxiety (Piderit, 2000).

The final aspect of Piderit's conceptualization focuses on individual behavior in an attempt to define employee resistance to change. She cites Brower and Abolafia (1995) who define resistance as a particular kind of action or inaction. Ashforth and Mael (1998) define resistance as intentional acts of commission (defiance) or omission. Shapiro, Lweicki, and Devine (1995) suggest that willingness to deceive authorities constitutes resistance to change (2000). Piderit (2000) claims that: although these conceptualizations of overlap somewhat, they diverge in important ways.

Finding a way to bring together these varying emphases should deepen our understanding of how employees respond to proposed organizational changes. Each of these three conceptualizations of resistance - as a behavior, an emotion, or a belief - has merit and represents an important part of our experience of response to change. Thus, any definition focusing on one view at the expense of the others seems incomplete (p. 785). According to Dent & Goldberg (1999), individuals aren't really resisting the change, but rather they may be resisting the loss of status, loss of pay, or loss of comfort.

They claim that, "it is time that we dispense with the phrase resistance to change and find a more useful and appropriate models for describing what the phrase has come to mean - employees are not wholeheartedly embracing a change that management wants to implement" (p. 26). Taken from : Resistance to Change IN YOUR OWN WORDS: What is your understanding of these three types of resistance (use your own words)? Give an example of each type.

Sample Paper For Above instruction

Resistance to change is a complex concept that encompasses different reactions and responses from employees when organizational changes are introduced. These responses can be understood as occurring on cognitive, emotional, and behavioral levels. Understanding these three types of resistance helps organizations identify why employees might oppose change and how to address their concerns effectively.

Cognitive Resistance involves the mental processes of skepticism, doubt, or disbelief about the change. Employees experiencing cognitive resistance may question the necessity or efficacy of the change, often analyzing how it might impact their roles or the organization. For instance, an employee might think, "This new technology will make my job more difficult," reflecting a negative belief about the change's benefit. Such resistance is based on negative thoughts or beliefs that can sometimes be mitigated through clear communication and evidence demonstrating the benefits of the change.

Emotional Resistance pertains to feelings such as fear, anxiety, frustration, or anger that employees experience in response to change. These emotions often stem from uncertainty or perceived threats to job security, status, or comfort. For example, an employee might feel anxious about potential layoffs due to restructuring, which leads to resistance rooted in fear. Addressing emotional resistance requires empathetic leadership and providing reassurance, support, and involvement in the change process to alleviate negative feelings.

Behavioral Resistance manifests in actions or inactions that oppose or hinder change initiatives. This can include outright defiance, deliberate sabotage, or passive resistance such as procrastination or refusal to adapt. An example would be an employee intentionally missing deadlines to protest a new policy or refusing to attend training sessions. Behavioral resistance is often a visible expression of underlying cognitive and emotional resistance, and managing it may involve implementing clear policies, providing incentives, or engaging employees in participative decision-making.

In summary, resistance to change is multifaceted, involving what employees think, feel, and do. Recognizing and addressing resistance in all its forms is crucial for successful organizational change. Strategies should aim to clarify misconceptions (address cognitive resistance), reduce fears (address emotional resistance), and encourage proactive participation (address behavioral resistance). This holistic approach can create a more receptive environment for change, ultimately leading to better organizational outcomes.

References

• Coch, L., & French, J. R. P. (1948). Overcoming resistance to change. Human Relations, 1(4), 512–532.
• Argyris, C., & Schön, D. A. (1974). Theory of organizational learning. Reading, MA: Addison-Wesley.
• Brower, R. S., & Abolafia, M. Y. (1995). Resistance to change: Defining the phenomenon. Organization Development Journal, 13(4), 17–27.
• Ashforth, B. E., & Mael, F. (1998). Organizational identification: A meta-analysis. Journal of Organizational Behavior, 19(2), 127-139.
• Watson, D. (1982). Behavior as resistance. Behavioral Psychology, 10(2), 77–84.
• Harris, L., Armenakis, A., & Mossholder, K. (1993). Creating readiness for organizational change. Human Relations, 46(4), 575–594.
• Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward organizational change. Academy of Management Review, 25(4), 783–794.
• Dent, E. B., & Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25–41.
• Shapiro, D. L., Lewicki, R. J., & Devine, R. (1995). Reconciling theoretical differences in conflict behavior and negotiation. Research in Negotiation and Conflict, 3, 347–371.
• French, J. R. P., & Raven, B. (1959). The bases of social power. Definitive Edition, 1-9.