“Why do people resist change? Quite simply because they fear the unknown and are comforted by the familiar” (Paton et.al. 2008, 52). According to Paton (et.al. 2008, 52-53) various reasons affect and generate resistance to change. Most commonly em-ployees resist redesign of the organization, because this affects existing structures of power, influence and in extreme cases raises worry about employment security. Fear of change may also be generated by technological challenges. Patton argues that technology and innovation have a great power to disrupt, since the introducers of new technologies have a better understanding of them than the end-users. Change may al-so confront feelings of comfort or apathy in employees. Employees are often unwilling …show more content…
2008, 237-238) that resistance to change is visible on three lev-els. On the organizational level, resistance is visible through power and conflict re-sistance, resistance to reorganization of structures & culture. On the group level, re-sistance can be seen when it affects group norms, cohesiveness and think. Thirdly, re-sistance to change takes place on an individual level. Future uncertainty, and habit changes trigger individual resistance. Although resistance to change cannot be com-pletely eliminated, it can be significantly reduced. The individuals within the organi-zation and their needs and beliefs must be accounted for. It’s imperative to communi-cate to individuals how they will benefit from the change, in order to build ac-ceptance. In addition to organizational executives with prestige, unofficial leaders (people who can influence) and middle managers must be recruited into the change process. Change must be encouraged on all levels. Groups can be influenced better if specific information can be collected. Communication can be modified to deliver a message more effectively to a specific group with this collected data. Groups may be also influenced form within, establishing shared perceptions. Patton argues that change from within a group is far less likely to face opposition when a member of the same group exerts it. Among all, open and transparent communication is imperative for reducing resistance to change (Paton et.al. 2008, …show more content…
Without it, change will lack vision. Successful change management requires a dedicat-ed team, representing a variety of skills and knowledge. Change facilitation is a multi-disciplinary activity, which cannot be facilitated individually. Competent change agents drive change. These agents have necessary skills, such as communication, technical and most importantly people skills. Change is an ongoing process, and this fact should be incorporated into organizational design and culture. Change receptive-ness gives organizations a competitive advantage. (Paton et.al. 2008,
Change Irish statesmen Edmund Burke once said, “ We must obey the great law of change. It is the most powerful law of nature.” Change is an inevitable aspect of life, yet many people are terrified by the very prospect of any change. They believe that is is all bad, and that it is best if things remain the same. In reality, change is neither inherently bad nor inherently good; but all changes have both positive and negative aspects, and the way a person views change depends on their perspective.
This is experienced as a result of the desire to maintain status quo. In some organizations, a minor change to the responsibilities of the organizations requires much time and resources (Want, 2006). Change can lead to conflict. Individuals become attached to things they consider as the norm of their workplace. When change occurs the employees have difficulty of letting go of the status qou.
For me to be a good change agent, I would bring my talent of being understanding. I would be understanding of every situation, and allow my sensitivity to shine through. To be a change agent that will make a difference, I would bring my talent of being authentic, and going with how I feel. I would want to provide the best for everyone, and would love to change things for the
As immigration and relations between races become more influential issues in politics, there have been many opposing views on the treatment of minority groups. Some people believe that diversity and immigration is a threat to original identity while others believe that they are extremely beneficial to society. Writers Samuel P. Huntington in The Hispanic Challenge and Herbert Marcuse in Repressive Tolerance express these differing views regarding these important topics. Huntington takes the ‘threat to identity’ side when explaining how Mexican immigration is extremely different from European immigration. On the other hand, Marcuse takes a different route when explaining the idea of tolerance, claiming that majority groups who oppress the minority
This phase encompasses developing a thorough plan, giving this plan to employees, develop a timeline, and fully develop communication skills. Phase 2 involves communicating with those that may be affected with the change, assess driving and restraining forces, and responding to concerns about projected change. In phase 3, a change agent should be identified. Change agents do not always have to be a manager or employee of the organization. If looking at an external change agent, always take into consideration that external change agents can be more objective than internal ones, but can be costly, take more time to assimilate duties and be seen as a threat by other team members (Mitchell, 2013).
“The secret of change is to focus all of your energy, not on fighting the old, but on building the new” (Socrates) . Everyone encounters change; it is not an if, rather than a when. People believe that they can change their path or what is happening around them. But, most of the time one cannot. So, they end up with a realization of what is truly important; what they should be doing or how they should be acting..
People resist change for many reasons. It can be difficult to let go of the familiar, especially when it involves taking risks. People tend to follow the majority because it is easier to go along with a group instead of standing up for one’s own beliefs. Although many obstacles may come with resistance to change, sometimes it is necessary to break
Argumentative Essay: Is change positive, negative, or neutral? Change is inescapable. No matter which stage one is in life, changes, both of little or major consequence, are bound to happen. As human beings, to fear the concept of change is deep-rooted in our nature. While majority deem change as a negative occasion, it is arguable to consider it as otherwise.
Change is something we go through everyday throughout our lifetime; your life doesn’t get better by chance, it gets better by change. Often when change occurs, individuals will resist it because the change will threaten their established way of life. However, once people see the other benefits change brings, they will often learn to accept and even embrace it. Pleasantville suggests that everyone need change in their life, or else things would just keep repeating like if you’re acting as a role for a movie. In Pleasantville, everything is perfect because everyone has a role, and always know what to do and what will happen in the future.
Some of the people are rejecting new things because they do not want to start all over again. Some people will still accept the innovations because of their jobs need or the interest of the new things around them. According to the article the ordeal of change written by Eric Hoffer, the author states that a workingman will do his job leisurely because he is sure about his skills. However, when things change totally different, the workingman must to do the job and unwilling to work in the new environment. The workingman needs to adjust in a new situation for a period of time and get used to the new working environment.
The change agent will be the nurse manager in the department, and the task at this stage will be to make others see the need for change, and also to assess the readiness for change within the
Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
I am not motivated by making changes at all. It takes me several months to fine-tune when the boss makes changes in the workplace. I know that learning to cope with change is one of my biggest challenges. Knowing that change is coming can sometimes make accepting change a little easier. Sometimes in bad situations you may need to make changes to receive positive results.
My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.