Evaluate, using examples to support your discussion, how a nuanced

understanding of resistance to change may be useful in managing

Takudzwa Joshua Nyambishi

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Managing Strategic Change

UPLMBAM08-47460

10 June 2023

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Introduction

In any organization, change is inevitable and often necessary to remain competitive.

However, resistance to change is a complex issue that requires a nuanced

understanding to effectively manage employees through change (Ford, 2008). While it

is common for employees to resist change, it can hinder progress and cause

disruptions in the workplace. In order to effectively manage their employees, it is

imperative for managers to possess a comprehensive comprehension of resistance

towards change (Kotter, 1995). To effectively manage resistance to change, it is

important to understand the causes and solutions available (Obina, 2022).

The objective of this essay is to assess the usefulness of having a detailed

comprehension of change resistance in effectively guiding employees through change.

It also seeks to explore the causes of change resistance and highlight the significance

of having a comprehensive understanding of this concept when managing employees

through change.

The essay analyses in depth the usefulness of having a comprehensive comprehension

of change resistance when managing employees through change, and to examine the

consequences of this understanding for managing employees during the change

process. The approach taken in addressing this essay will be to review relevant

literature and case studies to provide a nuanced understanding of resistance to change

and its management. The contention of this essay is that managing employees through

change necessitates a detailed comprehension of change resistance, and that effective

management of resistance requires a blend of leadership styles, power, and

organizational politics (Hechanova, 2013).

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Problem Statement

There are different ways in which people can resist change, such as through passive

resistance, active resistance, or compliance. Passive resistance is characterized by

employees who are not vocal about their opposition to change but may express their

resistance through behaviors such as absenteeism or reduced productivity. Active

resistance, on the other hand, involves employees who openly express their opposition

to change and may engage in behaviors such as complaining or spreading rumors

(Furxhi, 2021). Compliance is the least visible form of resistance, where employees

appear to accept the change but do not fully engage with it.

Resistance to change can be caused by various factors, including fear of the unknown,

lack of trust in management, and perceived loss of control. Employees may resist

change because they are uncertain about how it will affect their job security,

workloads, or job satisfaction. Additionally, employees may resist change because

they do not trust management to make the right decisions or communicate effectively

about the change. Employees may oppose change because they believe it will lead to

a loss of control over their work environment or procedures.

To manage employees effectively during change, managers need to have a

comprehensive understanding of resistance to change. This includes acknowledging

that resistance is a typical reaction to change and that it can be advantageous in

certain situations. For example, employees may resist change because they are

passionate about their work and want to ensure that the change is implemented in a

way that does not compromise quality or efficiency. Additionally, employees may

resist change because they have valuable insights or expertise that can be used to

improve the change process.

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Having a detailed comprehension of resistance to change can be beneficial in

managing employees during periods of change in multiple ways. Firstly, it can enable

managers to predict and tackle possible sources of resistance before they escalate into

significant problems. For example, if managers understand that employees may resist

change because they fear job loss, they can communicate proactively about the

change and reassure employees about their job security. Furthermore, a

comprehensive comprehension of resistance to change can aid managers in

recognizing and utilizing sources of support for the change. For example, if managers

understand that employees may resist change because they feel that it will result in a

loss of control, they can involve employees in the change process and give them a

sense of ownership over the change (Cameron, 2015).

Resistance to change is a common occurrence in organizations, and it can hinder

progress and cause disruptions in the workplace (Ivaldi, 2022). However, a nuanced

understanding of resistance to change can be useful in managing employees through

change. By recognizing that resistance is a natural response to change and that it can

be beneficial in some instances, managers can anticipate and address potential sources

of resistance and identify and leverage sources of support for the change.

Analysis

Resistance to change is a common phenomenon in organizations, and it can be

defined as the behavior of employees that is intended to prevent or delay change.

Resistance to change can take various forms, including passive resistance, active

resistance, and compliance (Oreg, 2006). Passive resistance involves employees

resisting change by doing nothing or by continuing with their usual routines. Active

resistance involves employees openly opposing change, while compliance involves

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employees going along with the change but not fully embracing it (Al-Momani,

2016).

The reasons for resistance to change are varied and complex. Some employees resist

change because they fear the unknown, while others resist because they feel that the

change will threaten their job security or their status within the organization (Ford,

2008). Additionally, employees may resist change because they do not agree with the

reasons for the change or because they do not trust the supervision team.

To effectively manage employees during a change, it is crucial to have a detailed

comprehension of resistance to change. This includes acknowledging that resistance

to change is a typical and anticipated reaction to change endeavors. It also involves

recognizing that resistance to change can be positive and constructive, as it can

provide valuable feedback on the change initiative and help identify potential issues

that need to be addressed.

Effective management of resistance to change requires a proactive approach that

involves identifying potential sources of resistance, communicating the need for

change effectively, involving employees in the change process, and providing support

and resources to employees during the change process. It also requires recognizing

and addressing the emotional and psychological aspects of change, such as fear,

anxiety, and uncertainty.

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Managing Resistance to Change

To manage resistance to change effectively, managers must have a nuanced

understanding of the reasons for resistance and the different forms it can take. This

understanding will enable managers to develop strategies to address resistance and to

communicate the change effectively to employees (Oreg, 2006).

One strategy for managing resistance to change is to involve employees in the change

process. This involvement can take the form of consultation or participation in

decision-making. By involving employees in the change process, managers can

address some of the reasons for resistance, such as fear of the unknown and lack of

trust in management (Cameron, 2015).

Another strategy for managing resistance to change is to provide employees with

information about the change and its benefits. This information should be

communicated clearly and consistently to all employees, and it should address any

concerns or questions that employees may have about the change (Ford, 2008).

One additional approach to handle resistance to change is to offer employees

coaching, mentoring, or skills training to assist them in adapting to the change. This

training and support can be provided in various ways. By providing employees with

the appropriate training and support, managers can decrease resistance to change and

enhance the probability of a successful change process, as noted by Oreg (Oreg,

2006).

One example of managing resistance to change is the case of the implementation of a

new electronic medical records system in a hospital. The implementation of the new

system was met with resistance from the medical staff, who were concerned about the

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impact of the new system on their workload and patient care. The hospital

management recognized the potential for resistance to change and took a proactive

approach to manage it. The planning and implementation of the new system included

the participation of medical staff, the provision of training and support to the staff,

and the effective communication of the advantages of the new system. As a result, the

implementation of the new system was successful, and the medical staff embraced the

change.

Another example of managing resistance to change is the case of the merger of two

companies. The merger was met with resistance from the employees of both

companies, who were concerned about job security and changes in job

responsibilities. The management of the merged company recognized the potential for

resistance to change and took a proactive approach to manage it. They involved the

employees in the planning and implementation of the merger, communicated the

benefits of the merger effectively, and provided support and resources to the

employees during the transition period. As a result, the merger was successful, and the

employees embraced the change.

Theoretical Analysis

Several theories explain why employees resist change and how managers can manage

resistance to change effectively Lewin's Change Management Model is a popular

theory that consists of three stages: unfreezing, changing, and refreezing (Lewin,

1947). In the unfreezing stage, managers need to create a feeling of dissatisfaction to

encourage employees to accept the change. In the changing stage, managers should

implement the change and offer assistance and resources to employees. Finally, in the

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refreezing stage, managers must reinforce the change to ensure that it becomes a

permanent part of the company's culture (Tajfel, 1979).

Another theory that explains resistance to change is the self-categorization theory

(Tajfel, 1979). Self-categorization theory suggests that individuals categorize

themselves and others into social groups based on similarities and differences. When

a change is introduced, it can threaten an individual's social identity, leading to

resistance. Managers can address this resistance by emphasizing the shared identity of

the organization and the employees and by involving employees in the change

process.

The social identity theory (Tajfel, 1979) is another theory that explains resistance to

change. Social identity theory suggests that individuals derive their self-esteem from

their social group membership. When a change is introduced, it can threaten an

individual's self-esteem, leading to resistance. Managers can address this resistance by

providing employees with positive feedback and recognition for their contributions to

the organization.

Practical Application

The practical application of theoretical concepts is essential for managing resistance

to change effectively. One example of how managers can apply Lewin's Change

Management Model is by creating a sense of urgency for change by communicating

the need for change and the consequences of not changing (Lewin, 1947). For

instance, a company may communicate to its employees that it needs to adopt new

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technology to remain competitive in the market. By doing so, employees will be

motivated to change and will be more likely to embrace the change.

Another example of how managers can apply Self-Categorization Theory is by

involving employees in the change process. For instance, a company may form a

cross-functional team of employees to develop and implement a new process. If

employees are engaged in the process, they will have a stronger sense of ownership

and commitment towards the change, which in turn will decrease any resistance.

Finally, an example of how managers can apply social identity theory is by providing

employees with positive feedback and recognition for their contributions to the

organization. For instance, a company may recognize employees who have

successfully adapted to the change and have contributed to the success of the

organization. By doing so, employees will feel valued and appreciated, reducing

resistance.

Conclusion

It is typical for there to be resistance to change, and to navigate it effectively,

managers must possess a comprehensive comprehension of it. Various factors,

including organizational learning, work motivation, and external triggers, can

facilitate or hinder change. Transformation leadership and change management can

also promote commitment to change (Lather, 2020).

Having a detailed comprehension of how people resist change is crucial in order to

successfully guide and support employees during periods of change. Several theories,

such as Lewin's Change Management Model, self-categorization theory, and social

identity theory, explain why employees resist change and how managers can manage

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resistance to change effectively (Lewin, 1947). The practical application of theoretical

concepts, such as creating a sense of urgency, involving employees in the change

process, and providing positive feedback and recognition, is critical for managing

resistance to change effectively. By managing resistance to change effectively,

managers can improve the chances of a successful change process and ensure that the

organization remains competitive and relevant in the market.

In order to effectively lead employees through changes, it is important to have a

thorough understanding of the various ways in which people resist change. Resistance

to change is a common phenomenon in organizations, and it can take various forms.

Managers must understand the reasons for resistance and develop strategies to address

it, such as involving employees in the change process, providing information about

the change, and providing training and support (Widarko, 2022). By managing

resistance to change effectively, managers can improve the chances of a successful

change process and ensure that the organization remains competitive and relevant in

the market.

To effectively manage employees through change, it is crucial to have a

comprehensive understanding of the intricate and diverse nature of resistance to

change. This includes acknowledging that resistance is a normal and predictable

reaction to change initiatives, and that it can have beneficial outcomes. Successful

management of resistance necessitates a proactive strategy that encompasses

recognizing potential sources of resistance, communicating the rationale for change

clearly, engaging employees in the change process, and offering assistance and

resources to employees throughout the transition. The examples provided demonstrate

that managing resistance to change effectively can lead to successful change

initiatives and employee acceptance of change.

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References

BIBLIOGRAPHY Al-Momani, A., 2016. External triggers of organizational change.

Cameron, E. &. G. M., 2015. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. s.l.: Kogan Page
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Ford, J. D. F. L. W. &. D. A., 2008. Resistance to change: The rest of the story.
Academy of Management Review, 33(2), pp. 362-377.

Furxhi, G., 2021. Employee’s resistance and organizational change factors. European
journal of business and management research, 2507 (1076), pp. 30-32.

Hechanova, R. &. C.-o. R., 2013. Transformational Leadership, Change Management,

Ivaldi, S. S. G. a. F. E., 2022. Dwelling within the fourth industrial revolution:

Kotter, J. P., 1995. Leading change: Why transformation efforts fail.. Harvard
Business Review, 73(2), pp. 59-67.

Lather, A. J. S. a. V. Y., 2020. Transformational change process in a large corporation

Lewin, K., 1947. Frontiers in group dynamics: Concept, method and reality in social
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Obina, F. ,. A. S., 2022. Managing Employee Resistance during Organizational

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Oreg, S., 2006. Personality, context, and resistance to organizational change.
European Journal of Work and Organizational Psychology, 15(1), pp. 73-101.

Tajfel, H. &. T. J. C., 1979. An integrative theory of intergroup conflict. The social
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Widarko, A. a. A. M., 2022. Work Motivation and Organizational Culture on Work

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