The paper "Varieties of Capitalism Approach " is a good example of a management assignment. One of the prominent obstacles for implementing workplace change is parochial self-interest. This result from the failure of some people to consider the effects of change for organizational success hence become more concerned with change implications for themselves and how it would affect their own interests. In turn, parochial self-interest results in two kinds of behavior; moderate or extreme. On one hand, a moderate scenario of parochial self-interest involves staff lack of interest in workplace change as long as it does not affect their area of performance.
On the other hand, an extreme scenario occurs when staffs are unwilling to accept new methods and ideas. In the first case, the staffs are not concerned as long as the change does not mean anything for them. For instance, if an organization has proposed to have major changes in its services department like accommodation, accounts manager may not see the need to contribute in terms of ideas or participate in project meetings. The extreme scenario can lead to termination of change efforts as staffs actively resist change and efforts.
Resistance result when the particular change will have a direct change to staff roles, status and benefits in the organization. For instance, a firm dealing with the sale of products or services may combine the Sales and Marketing department with R& D. The new change would either mean loss of one department managerial position or one of the managers from both the department to take a subordinate role leading to resistance. On the other hand, both managers might feel that the new role will come with more responsibilities than was the case before.
The managers may fail to offer information on the many opportunities that can be leveraged towards achieving the business objectives. The staffs who feel that their opportunity will be slim as a result of change can actively oppose change. In some organization, demagogue leaders might exploit the ignorance of junior staffs and push others to resist change. Such leaders or staffs appeal to people’ s emotions which hinder reasoning and thus the benefit for change for the organization are negatively affected. Resistance to workplace change may come as a result differences assessment of a situation.
Some staffs disagree due to failure to see the reasons for a proposed change while others may not see the advantages and disadvantages of a change process. Differences in assessing the situation are the easiest resistance that managers can work towards and overcome. Staffs may exhibit resistance to workplace change and particularly if they have varied opinions and presumptions about a change. Generally, resistance arises from unawareness of the meaning a change has to the organization as well as lack of a comprehensive demonstration of the specific short-term and long-term objectives to be pursued.
Staffs at a managerial level can then assure the staffs that they will offer support in the process of promoting, implementing and monitoring change and activities. In an attempt to bring the staffs that are resistant to workplace change into a similar assessment of change, managers make use of communication and education. Communication and education help in situations where there is inaccurate information, imprecise analysis or lack of information. One way to overcome resistance is to educate staffs about the change.
As a result, the staffs can see the logic for the change effort. Manager can simply reduce resistance to change among the staffs through participation and involvement. Change arises when the initiators lack the information to design change and where significant staffs have considerable power to continue resistance. As staffs participate in change efforts, they are likely to implement or buy-in change than resist.