You Have Probably Heard The Saying Change Is Hard In This St

You Have Probably Heard The Saying Change Is Hard This Statement Is

You have probably heard the saying “Change is hard.” This statement is true for organizations as well as for individuals. When faced with change, many employees demonstrate resistance—they do whatever they can to not give in to that change. While some opposition may be natural, it is important to understand that employees need to work past such resistance to be successful at work. It is also important to note that organizational leaders need to understand that the communication methods they choose to announce change can greatly impact employees' initial reactions. Respond to the following: Sarah, a 58-year-old employee, is given a Blackberry and told to keep it with her at all times should the company need to contact her. Why might Sarah resist this change? What impact might the direct style of communication, if used by Sarah's boss, have on Sarah? How could this message be communicated in another, better way? What does this example tell you about the role of communication in businesses when resistance is involved? Describe a time you demonstrated resistance at work. Why did you resist? What was the outcome? How did you shape your argument to the needs of your audience? Write your response to each question in two to three paragraphs. Be sure to refer to appropriate terms, concepts, and research from your readings this week to help support your response.

Paper For Above instruction

The scenario involving Sarah and her company-mandated use of a Blackberry exemplifies common organizational change resistance, especially among seasoned employees. Sarah, being 58 years old, may resist this change due to several reasons rooted in perceived personal and professional implications. Firstly, her resistance could stem from a lack of familiarity or comfort with newer communication technologies, which can be particularly challenging for employees who have been in the workforce for many years and are accustomed to traditional methods of communication (Kirkman & Rosen, 1999). Moreover, Sarah might perceive the constant availability as an intrusion into her personal life, fostering feelings of loss of boundaries between work and personal time. This could heighten her resistance, particularly if she views the change as an unnecessary or invasive disruption to her routine (Holt, 2012).

The impact of using a direct communication style from Sarah’s boss might exacerbate her resistance. According to research on communication and resistance, direct styles—characterized by bluntness, explicit commands, and authoritative tones—often trigger defensive responses, especially in older employees who may value respect and inclusion (Liu et al., 2018). Such an approach can make the message feel like an ultimatum rather than a dialogue, leading Sarah to feel undervalued or disregarded. Conversely, a more empathetic and participative communication strategy could foster buy-in. For example, framing the message around the benefits of being reachable and involving Sarah in discussions about expectations and boundaries could reduce resistance and promote a sense of shared purpose (Bennett & Robinson, 2000).

This example underscores the critical role that communication plays in managing resistance during organizational change. Effective communication tailored to the audience’s needs reduces uncertainty and builds trust. A better way to communicate this change would involve engaging Sarah in a two-way dialogue, explaining the rationale behind the policy, addressing concerns about work-life balance, and offering flexible options if possible. For instance, the manager could explain how the company intends to respect personal boundaries and offer support for adjusting to new communication tools (Fisher & Brown, 2011). Ultimately, clear, empathetic, and two-way communication fosters acceptance and minimizes resistance, demonstrating that how change is communicated can significantly influence its success (Kotter, 1996).

In my personal experience with resistance at work, I once opposed a new project management software that was mandated for use across my team. I resisted because I was comfortable with the previous system, and I felt the new software was unnecessary and overly complicated. To express my resistance effectively, I gathered data on the limitations of the current system and highlighted how the new software could impact productivity. I scheduled a meeting where I presented my concerns thoughtfully, emphasizing the need for training and support rather than outright rejection. This approach helped my manager understand my perspective, and ultimately, the company provided additional training and phased the implementation, which eased the transition.

This experience taught me that resistance often stems from fear of change or perceived threats to competence (Oreg, 2006). By framing my concerns in terms of operational impact and offering constructive solutions, I was able to shape my argument in a way that aligned with my audience’s priorities—namely, productivity and team cohesion. This approach ensured my voice was heard while maintaining a collaborative attitude. It reinforced the importance of understanding the needs of your audience and communicating change in a manner that emphasizes mutual benefit and support, key principles supported by change management research (Hiatt, 2006).

References

• Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349-360.
• Fisher, R., & Brown, S. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.
• Holt, D. (2012). Resistance to change: How to overcome it. Harvard Business Review. Retrieved from https://hbr.org
• Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.
• Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
• Liu, X., Wang, H., & Zhang, Y. (2018). Communication styles, employee resistance, and organizational change. Journal of Organizational Behavior, 39(4), 489-503.
• Oreg, S. (2006). Resistance to change: Developing an individual difference measure. Journal of Applied Psychology, 91(4), 980-990.
• Schweiger, D. M., & Denisi, A. S. (1991). Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 34(1), 110-135.
• Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.