Managing Resistance to Change - Literature review Example

MANAGING RESISTANCE TO CHANGE Student’s Name Course Tutor Institution Date of Submission Managing Resistance to Change Introduction Change is mandatory for organizational development, expansion, and growth. Nonetheless, a recalcitrant problem that is often faced by organizations that attempt to change their systems or manner of operatives is the employee resistance to change. Resistance, which is also defined as feedback, can create a significant podium for improving clarity of organizational objectives with regard to a proposal. Besides, it can even enhance the successful execution of a strategy (Ford & Ford, 2009, p. 103; Matos, Marques, Simoes & Esposito 2014, p. 327). Cutcher (2009, p. 276) elaborated that resistance is a factor that can manifest itself in various ways, for instance, employees may foot-drag, sabotage, or even rebel in extreme situations. Resistance is can be resultant of self-interests or even misunderstanding. The effect of such resistance is often significant; it can lead to financial losses, damage of assets, or the general loss of organizational productivity. That is why every organization must create astute measures for countering resistance to change (Cameron & Green 2004, p. 47). This essay purposes to examine the measures that can be used to counter resistance and create the right atmospheres that enhance the adoption of change. The Processes of Managing Resistance to Change Managing resistance to change involves the execution of plans that, as Marques, Simoes and Esposito (2014, p. 325) illustrated, should take an organization through a process that creates and enhances a positive environments for the adoption of change. According to McWilliams and Chuck (1959, p. 62), one of the best ways of managing change resistance is through the application of the Lewin’s Model of Change Management. The model has been credited for changing the employees’ mentality and making them willing to accept the change and to participate in its implementation. For change to be successful in an organization, the employees must play a significant in its implementation. Lewin’s Model of Change Management The Lewin’s Model assumes a trajectory that is illustrated in three processes that include unfreezing, the implementation of change, and refreezing. In the instance, unfreezing involves challenging the existent core values and beliefs of an organization in a bid of highlighting the significance of effecting new strategies and changes. This is a process that would involve the elaboration of the organization’s underperformances or inability to keep up with competition that from other established or even rising rivals. Cutcher (2009, p. 279) illustrated that unfreezing is always likely to make the employees susceptible to the implementation of change as it should make them understand that positive organizational performance benefits both the organization and the employees as well. With a clear knowledge of why change is necessary employees become players in driving change in an organization. Change benefits the entire organization with employees included. They learn new and easier ways of doing things thus increasing the productivity of the organization and sharpening their skills. In the article Enhancing the success of organizational change, Self and Schraeder (2009, p. 168) explained that unfreezing should even make the employees anticipate the forthcoming changes pr even make recommendations on the kind of changes or improvements that should be made in order to counter the stated enigmas that threaten the organizational productivity. After highlighting the significance for the subject changes, it would be much easier to move to the next level which is the actual execution of the changes. This step is the most challenging as it defines the time during which resistance may be encountered (Cameron & Green 2004, p. 52). To encourage proactive participation of the employees in the execution of the changes, even more conditioning may need to be done as the employees are educated on the precepts that should be used to enhance the changes and to gain from the changes just as the organization would. McWilliams and Chuck (1959, p. 62) and Marques, Simoes and Esposito (2014, p. 328) collectively opined that the stage for effecting the changes is based on communication and timing. That implies that no change should be sudden and the employees should be notified of the possible dates for effecting the eminent changes. This is a psychological tool as it helps the employees to develop mental resilience to the changes that they may not like. It also prepares the employees to adjust their expectations and even make demands if there would be. Such is of benefit to the organization as it also prepares the management on the magnitude of the likely resistance that they may counter thereby enabling them to develop astute countermeasures. The process of effecting change is then followed with the elaboration of the significance of the executed changes thereby making the employees uphold the values and principles that define the changes. Refreezing should be characterized with a stable organizational chart thereby indicating the organizational performances and productivity have either been restored to the normalcy or that they have improved (Harvey & Broyles 2010, p. 93). The Methods and Actions for Managing Resistance According to Williams and McWilliams (2014, n.p), the management of change can be effected through various strategies. These are inclusive of education, communication, persuasion, negotiation, management support, and participation. The first of them all, education, is the strategy that prepares the way and determines the trajectory for effecting the changes. In the Lewin’s Model, it is categorized in the first process/stage; unfreezing. According to Self and Schraeder (2009, p. 170), education enlightens the employees on the need for change by highlighting the negativities that encompass productivity and limits the organizational potential. When educating employees, it is also important to inform them of the best strategies and alternatives that can be used to avoid the identified enigmas. Communication, on the other hand, involves informing the employees of imminent changes. Through communication, the employees are prepared for the changes and are made aware of the dates when some of the changes may take effect. However, even after education and communication, there is always the possibility of resistance (Self & Schraeder 2009, p. 172). In the event that such occurs, there comes the necessity for persuasion during which time the employees can be made to accept the changes by using force or even threats. For instance, it may be made known to the employees that the failure to accept the changes may compel the organization to terminate their contracts as, as the organization’s employees, they are expected to support the organizational growth and development. However, albeit the fact the coercion may make them accept change, it may compromise their motivation and willingness to participate in the organizational activities. As such, there is the necessity for negotiation, a strategy that would involve enquiring about the employees’ wishes and incorporating them in the changes (Cutcher 2009, p. 283). This would also mean that some aspects of the changes may be scrapped in favor of the employees’ wishes. Management support is the other strategy that would facilitate the adoption of change by helping the employees understand the types of changes and how they should effect the changes which, as Marques, Simoes and Esposito (2014, p. 335) explained, should be in a way that does not adversely affect them as well as the organization. Management support elevates the burden that would be experienced by the employees and inspires them to handle the complexities that encompass effecting the changes. Lastly, participation is the other method that can be used by the management to enhance the processes of accepting change. Through the strategy, the managers show that they have accepted the change and recognize its value in improving the organizational performance. This is a strategy that would be targeted at ensuring that the employees feel challenged and that they become willing to help push the organizational performances to other heights. Conclusion Managing change, as has been proven in the essay, is dependent on the organization’s ability to prepare the employees for the changes by making them realize the significance of implementing the changes. Notably, during the execution of a change, employees who do not readily accept the changes should be coerced into accepting them. It is also important to use strategies that strengthen the core values that complement the changes to improve the way the employees handle the practices that characterize the changes. Ideally, the use of the application of the Lewin’s Model of Change Management and the strategies and methodologies that have been analyzed in this essay would effectively and efficiently enhance the organizational approach to managing and overcoming resistance to change. The efficacy of these strategies, as McWilliams and Chuck (1959, p. 69) illustrated, has been proven as they are definitive of the principles that most organizations use in their approaches to handling resistance to change. Self and Schraeder (2009, p. 168) explained that the use of this already existent strategies should make the implementation of change successful. References List CAMERON, E., & GREEN, M. (2004). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. London [u.a.], Kogan Page. CUTCHER, L. (2009). Resisting change from within and without the organization. Journal of OrgChange Mgmt, 22(3), pp.275-289. HARVEY, T. R., & BROYLES, E. A. (2010). Resistance to change: a guide to harnessing its positive power. Lanham, Md, Rowman & Littlefield Education. MARQUES, M., SIMOES, P., & ESPOSITO, M. (2014). Improving change management: how communication nature influences resistance to change. Journal of Mgmt Development, 33(4), pp.324-341. MCWILLIAMS, A., & CHUCK, W. (1959). 2014, MGMT, 2nd edition, South Melbourne, Victoria Cengage Learning SELF, D., & SCHRAEDER, M. (2009). Enhancing the success of organizational change. Leadership & Organization Development Journal, 30(2), pp.167-182. Read More