Assessing and Defining Resistance to Change The concepts surrounding resistance to change are highly varied, yet all share a common catalyst or foundation: when organizational members have little if any perceived control over change they make every effort to ensure it fails. The extent and depth of fear and mistrust of change is directly proportional to the level of effort made to ensure new initiatives don't succeed (Stensaker, Langley, 2010)
If not handled correctly or if the change management programs are not managed from a transformational leadership standpoint instead of transactional one, Cincom will eventually shrink in size and be increasingly controlled by a small group of CIOs who are driving the development requirements. The essence of transformational leadership is being able to create a highly effective, integrative framework that combines idealized influence, individualized consideration, inspirational motivation and intellectual stimulation to ensure long-term change occurs (Strachan, 1996) (Tucker, Russell, 2004)
In the context of the Cultural Web, financial quantification of results and the focus on how to create change throughout it are critical success factors for any program to succeed (Nussbaumer, Merkley, 2010). For Cincom the need then is for a transformational leader who will be able to manage the diverse base of requirements inherent in the Cultural Web and create a unified, highly synchronized strategy that brings together all diverse and potentially distracting elements (Warrick, 2011)
For Cincom the need then is for a transformational leader who will be able to manage the diverse base of requirements inherent in the Cultural Web and create a unified, highly synchronized strategy that brings together all diverse and potentially distracting elements (Warrick, 2011). The little-discussed yet critically important area of energy and intensity applied to change management unified strategies in the Cultural Web is also important -- and needs to be planned for to ensure synchronization of all elements (Wilbanks, 2011)
Finally the Force Field Analysis Model is invaluable from the Cincom standpoint and their decision to create more applications on SaaS despite resistance from CIOs as the productivity of these applications is so significant, that it has a neutralizing effect on the driving forces area of the paradigm. This dynamic of it-based disruptive transformation is eventually going to re-order the entire social fabric organization, as information and knowledge becomes more fluid and quickly applied to strategic plans and initiatives, not just the generation of reports (Yarberry, 2007)
The little-discussed yet critically important area of energy and intensity applied to change management unified strategies in the Cultural Web is also important -- and needs to be planned for to ensure synchronization of all elements (Wilbanks, 2011). Finally the leadership strategies and initiatives must also support the development of autonomy, mastery and purpose, three core functional areas of long-term motivational change and growth (Yolles, Iles, Guo, 2006)
Finally, the manager has to maintain constant communication with his/her employees throughout the change process so as to reduce the extent of employees' resistance to change. he/she needs to communicate with their employees on, among other things, why the change is necessary, and how they (employees) and the greater organization stand to benefit from the same (Hornstein, 2008)
he/she then formulates the specific objectives he/she intends the additional training to achieve, based on the identified need; and develops a training program for addressing the specific needs. In-house training, where everyone learns at their own pace, would, for instance, be appropriate if it is established that the initial training may have been inadequate as a result of the trainer not taking into account the learning differences of employees (Ministry of Business, Innovation, and Employment -- New Zealand, 2014)
The policy would not require any CIS to handle a suicidal caller, but would allow them the option to transfer the call to a supervisor or counseling-trained CIS. This is an important aspect, because many changes fail due to an organization's failure to "adequately and proactively [attend] to the emotional side of change" (Anderson & Anderson, 2010)
However, suicidal callers are a small portion of all callers, so those calls may not be monitored. Using interview or surveys are two ways to obtain diagnostic information (Cummings & Worley, 2009)
As expected, there will be more information discussions, education campaigns, training programs, and travels abroad, all of which are likely to affect the normal lives of employees, and cause uncertainty regarding, among other things, job security and acceptance/resistance in target countries. This, therefore, is a change that is likely to attract substantial resistance from employees, and ultimate success will highly depend upon the leader's effectiveness in dealing with the same (Brager & Holloway, 2002)
154). His main role at this stage is to make the members of the organization aware of the intended change, and demonstrate the losses/costs that could accrue from maintaining the status quo (Cameron & Green, 2004)
Organizational Change: Role of the Leader Being America's largest civil rights organization, the Human Rights Campaign (HRC) largely concerns itself with the role of improving the lives of lesbian, gay, bisexual, and transgender (LGBT) persons "by advocating for equal rights and benefits in the workplace, ensuring families are treated equally under the law and increasing public support among all Americans" (HRC, 2014). Capitalist structures have facilitated the campaign's operations -- there has been a substantial rise in lesbian and gay identity in America, and corporations have been increasingly progressive in their practices towards such individuals (Githens, 2009)
Since people usually have problems with transitions rather than the change itself, transition management is an important element in promoting organizational change and growth because it is a means of handling people in a manner that makes them feel more comfortable. Transition management helps people to deal with their losses by letting go of the old as part of psychological realignments (Bridges, 2009, p
Technology and Organizational Change and Growth: One of the major themes that has fueled and driven changes in the modern business world is technology whose pervasiveness in the society has been characterized with numerous changes in communication and business processes. Technology is developing rapidly and increasingly becoming the principal tool for meeting concerns of improved productivity across organizations (Gagnon & Gagnon, 2010, p
The internal factors affecting a company's capacity and need to evolve are the organization's personnel, its strategy, financial capability, operational ability, marketing capability, technical capability, and functional capability. In contrast, the external factors include sociocultural, technological, economic, political, regulatory and legal, geophysical, and trade factors (Gupta, Guha & Krishnaswami, 2013, p
Generally, employees' attitude and resistance to change act as a major hindrance in organizational change and growth. Without technology acceptance by employees, an organization's ability to grow through the use of technological applications is hindered (Meier, Ben & Schuppan, 2013, p
The development of high-impact innovation to promote organizational growth is fueled by the presence of numerous IT applications that can be used in business processes. Actually, all types of organizations across the globe are exposed to relatively constant development and growth of IT applications (Robey, Anderson & Raymond, 2013, p
These elopements happened in long-term care facilities where elderly with dementia resided in. Content examination of the information of the elopements recognized patterns that encompassed: 1) a lack of effective precautions to prevent elopement when residents had indicated an intent to elope, had repeatedly attempted to elope, or had a history of elopement; 2) a lack of awareness by the staff of resident location; and 3) ineffective use of alarm devices intended to alert staff to elopement attempts (Aud, 2004, p
Leadership may consist of developing certain methods that will provide satisfaction and stability for the staff. A characteristic method might contain "increased resource allocation to both research and development and marketing, a shift in the reward system to encourage the extra attention needed by new activities, and a change in the way activities are grouped as well as in reporting relationships" (Gupta, 2013, p