The possibility of recipients to embrace change or resist it is partly determined by the actions of the change agents. The first way with which change agents contribute to resistance is through actions violating agreements during the change process and failing to restore the subsequent loss of trust (Ford, Ford & D'Amelio, 2008)
The tendencies by managers to claim victory too soon and to fail in anchoring the changes to the organizational culture are also common mistakes that lead to failures in initiating change. In order overcome these mistakes, Kotter suggests eight sequential steps that are important in initiating and implementing change (Kotter, 1995)
Consequently, descriptions on resistance to change tend to hide the underlying actions between change agents and recipients. References: "Change Agents: Rethink Resistance to Change." (2007, April 16)
The most effective change management processes are predicated on having change processes that have a direct, related impact on organizational performance (Pettigrew, Woodman, Cameron, 2001). Included in this requirement is the need for leaders to personalize change management strategies so they provide employees with motivation to change over the long-term (Dent, Goldberg, 1999)
If there is only a single initiative a company can undertake in a year, the most important is galvanizing the role of employees to the vision, mission and objectives of the company they work for. The most effective change management processes are predicated on having change processes that have a direct, related impact on organizational performance (Pettigrew, Woodman, Cameron, 2001)
The company should strive to adopt the new technology. This not only enhances the operational management in the company, but also enhances its competitiveness in the market place (Bessant & Tidd, 2013)
One of the organizational activities likely to increase because of the new changes is the number of consumer-to-consumer transactions, and consumer to business transactions. Introducing a new line of operations and offices in all the regions where the company operates will increase the rates of consumer-staff interaction, as a consumer will gain abilities to inquire and express their desires directly to the organizational staff (Konrad & Mitchell, 2005)
This not only creates awareness among the employees, but also aligns the required organizational goals with that of the employees. Other strategies applicable in managing the issues include the provision of incentives, adopting effective leadership styles (transactional and transformational), and coercing the employees to adopt the required organizational change (Leban & Stone, 2008)
Regardless of whether the resistance is fueled by internal or external factors, individuals need to develop an appropriate plan for overcoming that resistance and embracing the concept. A Situation involving Resistance to Change: Human beings have a tendency to resist change even when the change contributes to growth and development, increased productivity, and greater efficiency (Baker, 1989, p
Success in implementing this change can be realized through avoiding carrying out activities that could jeopardize the process. Generally, the most successful incidents of introducing change are characterized by going through a series of phases that require a significant period of time (Kotter, 1995, p
The most appropriate strategy for overcoming that resistance would require the use of Kotter's theory for change. Moreover, the plan needs to address the most common rationale for resistance to change such as self-interest, lack of trust in management, low tolerance for change, differing assessments of the need for change, and lack of understanding (McVay, p
Hence, the importance of having a proven, workable plan for change in the first place. The significance of the "degree of change" can be measured by how those who are affected "…perceive and react to it" (Agboola, et al
e., role modeling); c) new behaviors must be reinforced and must be in line with new processes and systems; and d) employees must be properly trained in the new skills that will be required when the change is instituted (Aiken, et
An article in the McKinsey Quarterly discusses how some companies are using "large-scale data gathering" in order to put in place changes that may need to take place. In fact the authors suggest that companies ranging from telecommunications to pharmaceuticals are using "big data" strategies as the "new frontier" of competitive differentiation (Bughin, et al
Hence, the need for thoughtful planning to avoid employee resistance. What happens when a company initiates a change strategy, but it doesn't work out? In the Academy of Management Journal (Mantere, et al
3). For Ramona Petrescu, writing in The Young Economists Journal, resistance to change is "…an evasive behavior" featuring "…fear and uncertainty," but resistance only occurs when the individual "…is not aware of clear objectives and reasons for the transformation" (Petrescu, 81)
The response to resistance? "Real communication" and full clarification of the process. Meanwhile, Mariana Prediscan and colleague assert that part of the planning for change should include "…the efficient and effective reduction of the resistance to change" by those employees most affected by the proposed change (Prediscan, et al
Resistance to Change Management Why do some employees resist change within the structure of the organization? What can management do to bring those employees along as the company transitions to another strategy? This paper addresses those issues and other related to resistance to change. The Literature on Resistance to Change Management Roy Smollan, senior lecturer in Management at Auckland University of Technology in New Zealand, notes that some companies refer to resistance to change as a "brickwall" or a "dangerous roadblock to transformation" (Smollan, 2011, p
In other words I'd take the transformational leadership framework (Whitford, Moss, 2009) and use it for showing every employee how the company's future was entirely dependent on their contributions daily. Finally I'd also re-define the organizational structure to ensure that employees would have autonomy, mastery and purpose in their daily work and jobs (Byrd, 2009)
This lack of trust from the past can be attributed to a transactional leadership style which focused on short-term results, as inferred by the comments in the case study. This approach of the Ajax managers will work only if they can shift their leadership from transactional and transformational (Whitford, Moss, 2009) and concentrate on being more authentic, transparent and worthy of trust (Neves, Caetano, 2009)