Training

1. Overcoming Change
Resistance By
Stakeholders
Mobolaji Olufisayo
Adedokun
Leading Learning Organizations

2. Change in Organizational
Setting
Change can be define as
implementation of new ideas,
policies, procedures, and other
innovation that can help in
organization growth (Francis, M.D., 2010).

3. Change in Organizational
Setting
It is believed that change is inevitable
(Kamugisha, S., 2013).
It is real and can be felt in any
organization
Change is systematic (Francis, M.D., 2010).
Is not implemented with force
Change improves organization standard
Change provides benefits to both
stakeholders, workers, and community

4. FactorsThat Inhibit Change
There is no third option in making decision: Is either
you make a decision to change for better or you
decides not to change and kill the organization. This
is YES OR NO answer, no third alternative.
External Factors
 Technology changes
 Social environment changes
 Market condition changes
 Political and legal changes (Francis, A., 2008; Fred, C.L., 2010).
Internal Factors
 Leadership
 Nature of work force
 Not allowing right people on the right chair
 Too much familiarity at work (Francis, A., 2010; Fred, C.L., 2010).

5. How Stakeholder will receive support
during organizational change
Effective communication will help in this
process
 Let the stakeholders know why we need
change and how that will affect them.
Give a statistical and graphical
illustration of why such change will be
necessary
Show what is wrong in present operation
and what will happen in new one coming.

6. How Stakeholder will receive support
during organizational change (contd.)
What role will be assign to the stakeholder and
why such role
Demonstrate your reliability and dependability
Create a communication plan that will carry
stakeholders along the process
Let there be feedback channel for consultation.

7. Stakeholders Support During Change
Process
Come up with ideas and strategies
that will help during change process
Oversee different unit as a
monitoring agents
Involvement of the stakeholders
matters for the success of any
organization

8. Stakeholders Support During
Change Process (contd.)

9. Transformational Leadership
Strategies
Transformational Leadership is a
leadership style where a leader
works with others to identify a
need change and join force
together in creating a
formidable solution to bring
positive change that will profit
the organization.

10. Transformational Leadership
Strategies (contd.)
Motivation will go a long way in making
change process a realistic on
Joint effort: Involve all and make it clear that
if one failed all have failed equally.
Make use of leadership styles: Tactical,
Transformational, & Strategic.
Respect individualism
Use intellectual stimulation
Perseverance through conflict
Persistent in moving forward

11. Conclusion
Effect of change in any organization is either
to bring positive or negative transformation
(Kamugisha, S., 2013). The essence of
transformation is to bring about new idea that
can improve the current situation in any
organization. The role of leadership is as
important as that of change itself. If the
leadership or the organization are not on the
same page either partially or fully, the
success of any implemented change will be
problematic. And as a result of positive
change, the benefits will cut across the
generality; management, employee,
stakeholders, and the community at large.

12. ReferencesKamugisha, S. (2013).The effect of change management in an organization: A
case study National University Rwanda (NUR). Retrieved from
http://www.wynoacademicjournals.org/management_biz.html
Francis, A. (2008). Perspectives on organizational change: System and complexity
theories. The Innovation Journal: The Public Sector Innovation Journal,
13(3).
Francis, M.D., (2010). Dream! Create! Sustain! Mastering the art and science of
transformational school system. Plymouth, UK: Rowman & Littlefield
Publishers, Inc.
Fred, C.L. (2013). Forces for and resistance to organizational change. National
Forum of Educational Administration and Supervision Journal, 24(4).