Resistance to Organizational Change - Coursework Example

Organizational change Student’s Name Institutional Affiliation Introduction Organizational change is a transition from an organization’s current framework to a framework that is more desired within its future operations. Change management thus involves proper planning and implementation of change within organizations in a manner that minimizes resistance among employees and reduces the cost incurred by the organization while increasing the impact of the efforts of change. The competitive nature of the current marketplace requires organizations to change constantly to outdo or match their competitors. Various factors including markets globalization and the rapid advancement of technology demand quick responses from businesses that expect to continue thriving. These organizational changes range from minor changes including new software installation, to significant changes such as refocusing the entire marketing strategy, transformation of organizational approaches in response to an increased foreign competition, or battling an uncongenial takeover. Types of organizational change Researchers have continuously majored on two types of organizational change, which form a basis for the development of other forms of change. These include the first order change, which is also referred to as incremental change, and the second-order change, also referred to as discontinuous change (Graetz, Rimmer, Smith, & Lawrence, 2011). Incremental change involves various changes within the structures, systems, or processes of the organization. However, this does not involve any changes within the corporate identity of the organization, its core values, or strategies. This types of changes develop and maintain the organization. They are designed to promote order and allow continuity of the organization. On the contrary, discontinuous change is radical and transformational and significantly makes adjustments at the core of the organization (Campbell, 2014). With this type of change, more focus is directed towards transforming the whole nature of the organization and not merely developing it. Change could either be anticipatory where an organization facilitates transformations in various areas towards placing the organization at a better place in the market, or reactive, where an organization instigates change in response to other changes in the marketplace such as changes embraced by the competitors (Campbell, 2014). In this case, most theorists only emphasize reactive and adaptive change without recognizing the importance of transforming the entire organization from its roots towards ensuring sustainability and achievement of long-term positive results. Nevertheless, in some cases, there is need for the organization to be entirely transformed to cope with the constantly evolving markets and consumers. For instance, Chrysler’s change initiatives while under the leadership of Lee Iacocca resolved to recreate the organization to allow for survival and sustainability within the market (Jabri, 2012). Through redefinition of its scope, altering foreign operations, and complete change of its initial strategy, which involved building full-sized cars, the company was able to emerge stronger than it initially was and stood out as a key player within the industry. Resistance to organizational change Resistance to change has been increasingly noted as a key determinant of the success or failure of organizational changes. Out of all the organizational change failures that may be recorded within an organization, though not well acknowledged, resistance to change is a key contributor (Harsh, 2014). Such resistance could be exhibited in various ways including increased quitting, reduced output, chronic quarrels, increased transfer requests, slow-down or wildcat strikes, and expression of various pseudo-logical reasons against the change (Harsh, 2014). Dislike of change A common reasons discussed, especially by managers, behind resistance involves people disliking change and prone to resist change. This aspect has left the managers and leaders of change blind or ignorant of the reasons why such people dislike the change. The managers thus end up forcing change down the throats of the employees without really solving the problems behind such dislikes, an aspect that highly facilitates failure of the change (Cummings & Worley, 2014). Uncomfortableness with uncertainty Individuals greatly vary when it comes to their level of comfortableness with ambiguity. Some individuals may not be perturbed by the mystery that comes with change, given that the destination is unknown. However, various individuals are highly uncomfortable with situations that are uncertain and unpredictable, an aspect that facilitates resistance to change, especially if the finer details of the change itself and the process involved are not well discussed and communicated to them (Cummings & Worley, 2014). Perceived impact on interests The embracement or rejection of change is also highly influenced by individual perceptions of the impact of such change in relation to their interests. This could include various factors such as authority, rewards, status, opportunity to utilize expertise, autonomy, establishment of friendship networks, and security (Jabri, 2012). Individuals will readily embrace changes that do not threaten their interests but will equally resist those changes that they perceive as detrimental to their interests. Attachment to the initial identity and culture of the organization The organizational image is determined by its cultural systems, which comprise of values, beliefs, and artifacts, among other things that define the normal operations of the organization (Jabri, 2012). Since change alters the normal operations of organizations, the level of attachment that employees have on the existing organizational culture is bound to influence their readiness to embrace change. Effective management of change Kotter’s Eight Step Change Model Create urgency For an organization to embrace change, it is salient for all the stakeholders to develop a want for change. As such, it is meaningful for the change leader to create urgency for change within the organization (Kotter & Cohen, 2013). This can be achieved by initiating an honest and open discussion with both the employees and the management concerning the marketplace cues and the opportunities for change. Formation of powerful coalitions This is achieved by convincing the various individuals within the organization of the change necessity. One should ensure that they attain support from key organizational players, not only within management, but also among the individuals who speak for the employees (Kotter & Cohen, 2013). Creating a change team would allow for integrated advocacy of the proposed change. Creating a change vision A clear vision for change would allow individuals to develop an understanding of the need for change (Kotter & Cohen, 2013). By clearly understanding what the change leader is aiming at achieving, the rest of the employees would be able to make sense of the directives they are provided with. Communicating the vision Proper communication is the key to any success in implementing change within the organization. It is thus significant not only to communicate the change vision more powerfully and frequently but also to ensure that the right message is passed on to the right individuals (Kotter & Cohen, 2013). The communication method should also be welcoming to the employees and not overly authoritative. Removing obstacles This involves identifying any individuals who are resisting the change initiative and noting the structures and processes within the organization that are likely to hinder implementation of the change (Kotter & Cohen, 2013). By clearly understanding the reasons behind resistance and the structural or procedural factors that inhibit progress, one may be able to communicate clearly the change and convince the employees, and solve structural and procedural problems. Creation of short-term achievements Success is a core motivation for employees within the organization. Thus, by giving the employees a taste of victory in relation to the change put in place, one would be certain of developing support (Kotter & Cohen, 2013). On the contrary, failure to show the impact of the change may lead to criticism that may impair the change progress. Building on the change It is important not to celebrate the victory of the change early but instead to focus attention on achieving the in-depth and long-term transformation of the organization in the view of the change (Kotter & Cohen, 2013). The short-term achievements should inform the entire implementation process to allow building on the success areas and adjusting the elements that call for improvement. Incorporate the changes in the organizational culture To promote sustainability of the change within the organization, it is important to ensure that it is well embedded in the values of the organization (Kotter & Cohen, 2013). This involves ensuring that the change is evident in all the aspects of the organization. The support of the organizational leaders and employees should also be upheld to allow for sustainability. Conclusion Initiatives of change within the organization mostly arise from the different problems that are faced by the organization. However, in some cases enlightened leaders catalyze change within organization through their impulsion where they identify and exploit the need for change within the organization and its environs. In such cases, there may be a performance gap that exists within the organization, creating a desire for the management to close it. Nevertheless, organizational change may face stiff resistance from the employees or even the management and even fail to impact on the organization positively. Such failure may be as a result of the visualization of the change, change communication and implementation, or due to internal resistance towards its promoters. As such, it is important to ensure that change is well aligned with the vision of the organization and communicated to the employees to ensure success of the change process. References Campbell, H. (2014). Managing Organizational Change: A Practical Toolkit for Leaders. New York: Kogan Page Publishers. Cummings, T., & Worley, C. (2014). Organization Development and Change. Belmont: Cengage Learning. Graetz, F., Rimmer, M., Smith, A., & Lawrence, A. (2011). Managing Organisational Change. Queensland: ohn Wiley & Sons Australia, Ltd. Harsh, P. (2014). Organizational Change. New Delhi: Pearson Education India. Jabri, M. (2012). Managing Organizational Change: Process, Social Construction and Dialogue. Hampshire: Palgrave Macmillan. Kotter, J. P., & Cohen, D. (2013). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Cambridge: Havard Business Press. Read More