The Influence of Individual Resistance to Change - Essay Example

Introduction Change is intrinsic part of life and ‘organizations must change because their environments change’ (Bateman and Zeithaml, 1990). In the rapidly changing environment of globalization, change is essential for development. Understanding of the organization’s behavior has become important as its people comprise of different race, color and culture. Organizational behavior basically defines the interaction of human beings in a given organization and analysis of individuals and group characteristics facilitates better understanding, prediction and improvisation in work place, leading to improved performance. But it is equally true that people tend to resist any kind of change within and outside their professional life for variety of reasons. Hence, organizations need to implement the changes in a manner that mitigates the resistance of the individuals and instills confidence in them. Potential sources of stress In the book ‘Organization Behavior’ the authors Hitt et al, have cited four basic causes of resistance to change: lack of understanding; different assessment; self interest; and low tolerance (Hitt, A. Miller, C. Chet Miller and Colella, 2005). The first factor normally happens when the employees and staff are not clear about the changes that need to be made which creates fear of the unknown among the persons who need to adapt to the changes. The second factor is crucial because the management may resist to the change as a result of assessing the change in a differently perspective, mainly due to lack of communication on the part of management. This type of resistance develops when organization is in the process of adopting newer technology which creates self doubt of the new technology and at the same time they become unsure about their own ability to successfully adapt the changes in their work practice. Finally self interests and low tolerance for change is usually observed when people in the organization do not anticipate changes and therefore often undergo different modes of emotional resistance before accepting the changes. Influence of resistance to change These are major factors that create irrational fear, emotions like anger, frustration and reluctant acceptance that promotes non-congenial atmosphere for work. They fight against any change to defend their position and job in the organization, keeping their self interest in mind. A good leader ensures that all types of changes must be gradually introduced with full participation of the employees so that at each stage, they are able to understand the necessity and viability of the changes that must be enforced, in order to meet the broader aims and objectives of the organization. The leaders of the organization must facilitate and disseminate information regarding the changes so people are better able to understand and hence participate into the changing environment. Consequences The influence of individual resistance to change within the organization has widespread implications on the overall performance outcome of the organizational goals and objectives. The resistance adversely affects the performance outcome and at the same time, inculcates a sense of low confidence and low morale amongst the workers. It also creates conflicts within and outside the organization and fosters mutual mistrust and anxiety. Therefore, changes need to be studied and discussed amongst the workers to form collective decision and promote confidence building and mutual trust. Recommendation It is important to inculcate and promote strong organizational culture that thrives on efficient discharge of one’s duties, integrity, ethical and moral accountability with a strong sense of pride. It is also necessary that detailed information regarding the consequences of actions of the employees that may be detrimental to the organization’s image and credibility must be disseminated to them. It must be realized that organizations need to develop unique organizational culture with well defined vision and mission statements which are effectively communicated to their employees. The institutionalized beliefs that promote changes for the wider welfare of the organizational goals and objectives need to be implemented through shared vision. It promotes better understanding among the employees and provides impetus for improved performance and easy changeover. The imperatives of organizations must involve a ready preparedness for changes. According to Marrow ‘the changes required by the welfare of the business become everybodys business and get made’ (Marrow, 1957, p. 66). Therefore, the management must make efforts to develop consensus through proper dissemination of information. It is important for the leaders and management of the organizations to promote empowerment of its staff through well designed process of problem solving and self learning through mutual cooperation and innovative management approach. The conflicts can be solved through effective communication that encourages discussions and doubts clearing sessions and leaders must adapt such techniques to overcome resistance and create congenial atmosphere in the organization. The changing times had made it imperative to meet the challenges of the contemporary lifestyle that demands more innovative approach based on the latest technology. The leadership qualities ensure that collective decision is promoted so as to win the trust and confidence of the employees or other professionals. Though it is difficult to change an organization’s culture but good leadership is known to make visible changes in it. Leadership encourages innovation of ideas and adaptability to changes. Hence, leaders who are visionary and endowed with effective communication skill are able to inspire others to achieve a common goal. As Brown, a management consultant, states in her article, ‘resistance can be overcome by making sure that the change effort is communicated effectively in a multi-dimensional format. Adult learning theory supports the need to propagate messages that are seen, heard, and felt. By seeking consensus, acknowledging feedback and communicating effectively, organizations can meet resistance successfully’ (Brown, 2007). Conclusion A well developed leadership within the organizational structure would facilitate integration of diverse ideologies and personal conflicts and help inspire and motivate each of them to work together to produce a cohesive output representing the organization’s unique objectives and goals. Sjostrand and Tyrstrup, in one of their article, have argued that managerial leadership needs to be approached as a relational, ongoing social construction process rather than as a single clear cut phenomenon (Sjostrand and Tyrstrup , 2001). Hence, one can conclude that one needs to meet the challenges of the time with a creative approach that promotes independent thought and actions with good analytical and rational approach towards innovative ideas. It must also take into consideration the changing demands of its customers. Indeed, for any organization to expand and succeed, it is crucial that its people are recognized as vital part of its strategy and organizational goals and objectives be interpreted in the context of the changing paradigms of the times. Therefore, organizational strategies and implementation processes must be designed so as to have collective approval of its workforce, thus facilitating and building a firm and stable organization. Reference Bateman, Thomas S., and Carl P. Zeithaml. (1990). Management: Function and Strategy. Homewood, IL: Irwin. Brown, Clanzenetta. (2007). Strategies For Overcoming Resistance To Organizational Change. Available from: [4 March, 2009]. Marrow, A. J. (1957). Making Management Human. New York: Mc-Graw-Hill Book Company. Hitt, Michael A., Miller, C. Chet Miller and Colella, Adrienne. (2005).Organizational Behaviour: A Strategic Approach. Chapter 14. USA. John Wiley & Sons. Sjostrand, S and Tyrstrup, M. 2001. Recognized and unrecognized managerial leadership, in Invisible Management – The social construction of leadership. S Sjostrand, J Sandberg and M Tyrstrup (eds.). Thomson. pp 1-27. Read More