1. Overview and Resistance to ChangeChange affects individua.docx

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1. Overview and Resistance to Change Change affects individuals directly and indirectly in this rapidly changing world and directly impacts organizations. Reasons for change range from mandated to geopolitical pressures. In previous modules, we identified what changes when organizations experience change caused from expansion to downsizing, we outlined a number of key diagnoses for change, and we introduced causes for resistance to change. Consider each of the following boxes as they relate to organizational innovation and change on a regional, national, and global scale. As a “refresher,” think about two or three points that come to mind for each of the topics we have covered thus far. Then keep reading to explore resistance to change and implementing change in more detail. Resistance to change Employees do not naturally resist change, but they often resist change because of the way change is implemented. As stated by Specter (2013), a professor of strategic change management and business model innovations: Employee response to change is not either/or, not “for” or “against.” The reactions of employees can be from commitment to aggressive resistance. Each of these reactions to change helps shape the behavior of individuals and, ultimately, the success of a change effort. (p. 10) The following table illustrates the continuum of responses and reactions to change Commitment: Involves a strong emotional attachment to the goals of the organization and the aims of the change effort Involvement: Involves a willingness to participate in the behaviors, being called for by the change effort Support: Involves speaking on behalf of the change effort without taking any other explicit actions to promote the effort Apathy: Represents a neutral zone in which individuals know about the change effort and engage in no behavior either to support or oppose it Passive resistance: A mild form of opposition that involves a willingness to voice reservation or even threatening to resign if the change goes through Active resistance: Involves behaviors that block or impede change, usually by behaving in ways that contradict the goals of the change effort Aggressive resistance: Involves purposeful sabotage and subversion of the change effort Managing Resistance to Change Though there is no best way to manage resistance to change, careful diagnostics can assist in identifying the root cause or causes of the resistance. Strategies can then be employed to manage resistance. Click on the strategies below to explore the advantages and disadvantages associated with each strategy (Palmer, Dunford, & Akin, 2016, p. 267). 2. Implementing Change It is crucial to understand the organizational development (OD) approach to implementing change. The Concept of Organization Development (OD) Organizational Development (OD) is a field of research, theory, and practice dedicated to expanding the knowledge and effectiveness of people to accomplish more successful organization ...

Education

Apathy: Represents a neutral zone in which individuals know
about the change effort and engage in no behavior either to
support or oppose it
Passive resistance: A mild form of opposition that involves a
willingness to voice reservation or even threatening to resign if
the change goes through
Active resistance: Involves behaviors that block or impede
change, usually by behaving in ways that contradict the goals of
the change effort
Aggressive resistance: Involves purposeful sabotage and
subversion of the change effort
Managing Resistance to Change
Though there is no best way to manage resistance to change,
careful diagnostics can assist in identifying the root cause or
causes of the resistance. Strategies can then be employed to
manage resistance. Click on the strategies below to explore the
advantages and disadvantages associated with each strategy
(Palmer, Dunford, & Akin, 2016, p. 267).
2. Implementing Change
It is crucial to understand the organizational development (OD)
approach to implementing change.
The Concept of Organization Development (OD)
Organizational Development (OD) is a field of research, theory,
and practice dedicated to expanding the knowledge and
effectiveness of people to accomplish more successful
organizational change and performance. It is explained in more
detail in the following video: https://youtu.be/MuUvJk7_c1c

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Multilevel Readiness to Organizational Change: A Conceptual Approach MARIA VAKOLA Athens University of Economics and Business, Greece ABSTRACT One area of emerging research focuses on readiness to change, which has a strong impact on many decisions in a change process such as planning, implementation, communication and institutionalization. However, the term ‘readiness’ still creates confusion as it is presented in a simplistic way. This conceptual article aims at increasing our understating of readiness impact on change success by examining various levels of this concept, namely, micro-individual readiness, meso-group readiness and macro-organizational readiness, and their dynamics. This article ends with a discussion of how to create multilevel readiness to change for both planning and implementing organizational change. KEY WORDS: Individual readiness, group readiness, organizational readiness, organizational change, multilevel readiness to change Introduction Organizational change is considered an integral part of organizational life. However, there is evidence that up to 70% of all major change initiatives fail (Cartwright & Schoenberg, 2006; Washington & Hacker, 2005). A number of authors have observed that recipients’ reactions to change play a key role in its potential success (Bartunek, Rousseau, Rudolph, & DePalma, 2006; Oreg, Vakola, & Armenakis, 2011). In this context, recipients’ beliefs and perceptions of their organization level of readiness have an impact on their acceptance and adaptation to change (Armenakis & Bedeian, 1999; Armenakis, Bernerth, Pitts, & Walker, 2007; Armenakis, Harris, & Mossholder, 1993). As a result, change initiatives may not produce the intended results because recipients are simply not ready (Armenakis, et al., 1993; By, 2007; Neves, 2009). Journal of Change Management, 2013 Vol. 13, No. 1, 96 – 109, http://dx.doi.org/10.1080/14697017.2013.768436 Correspondence Address: Maria Vakola, Athens University of Economics and Business, 76 Patission str, Athens 104 34, Greece. Email: [email protected] # 2013 Taylor & Francis Although beliefs, attitudes and intentions are basically the filters through which individuals decide whether there is a need for change or whether the organization is capable of implemention, the concept of ‘individual readiness’ as a stand-alone concept in an organizational context does not appear in the literature. The term ‘readiness’ is used to reflect three different concepts: individual readiness to change such as confidence in one’s abilities (self-efficacy); perceived organizational readiness to change, such as confidence in organizational ability to manage the change; and the actual organizational readiness to change, which is the organization’s ability to implement change. Thus, readiness to change is conceptualized as a broad construct, reflecting a combination of a number of factors that indicate the likelihood that someone will start or continue being engaged in ...

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Read the article “Overcome the Five Main Reasons People Resist Change (Links to an external site.)Links to an external site..” After reading the article, identify three reasons for resistance to change. Which of these reasons is likely to be the most critical in your organization? As a leader, how would you overcome this type of resistance? Week Three Lecture Anderson and Anderson (2009), authors of The Change Leaders Roadmap, recognize that there are specific steps to take in the implementation of change. Assessing the situation and analyzing the impact are two primary stepping stones for communication within the organization. This week takes us on the journey of understanding resistance to change and the multitude of reasons behind the resistance. It could be a simple “just because I do not want to do it” resistance to an outright mutiny within the ranks because of the manner in which the change was disseminated. It is important that the change manager understands the impact of change upon those within the dynamic. While the change might be imperative to the organization or in the mind of the leader, without the proper application it has no meaning to the participants or employees. Please watch the following video: The "X" model of employee engagement: Maximum Satisfaction meets Maximum Contribution (Links to an external site.)Links to an external site. Our text tells us that change often meets with resistant behaviors that are a challenge to the initiative. While each person has their own reasoning for the resistance, the core of the resistance often has the same context. Palmer, Dunford, and Akin (2009) propose that a dislike to the impending change is a reason to resist an initiative, or that a perceived negative impact on a personal interest or role within the organization could also be the concern. No matter what the reason behind the resistant behavior, it is clear for the action to move forward the behavior must be addressed. There are certain considerations that the change leader should be mindful of when promoting the change. Variations include: how the person feels about change, or perhaps what they think about the change, and finally how they may act in face of change. Resistance comes in all shapes and forms and we have each experienced resistance to change at one time or another. Some resistance may come in a very active form such as being critical, finding fault appealing, imparting fear, or only using facts that are selected to defeat the change. The more passive format for resisting change may appear as being noncompliant, dragging one’s feet, not helping or supporting the process, withholding information or suggestions, or just allowing the process to fail. Is it possible for the organization itself to resist change? Think about a time when it was apparent that technology needed to be upgraded within the organization. Technology is changing rapidly within our world and many see the expense of upgrade ...

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Running Head; ORGANIZATIONAL CHANGE CONSULTANCY AND MANAGEMENT1 ORGANIZATIONAL CHANGE CONSULTANCY AND MANAGEMENT 4 Organizational Change Consultancy and Management Name Institutions Organizational Change Consultancy and Management Constructive Processes in Achieving Value for Knowledge Intensive Business Services Consultancy. External consultancy to an organization is often prone to poor connection with the specific organizational issues associated with institutional change and the process to follow to achieve the change (Visscher et al., 2010). usually, companies or institutions have unique organizational cultures which demand that consultants on corporate changes be aware of. cognizance of these unique considerations provide institutions with the possibility of effective transitions into effective and sought for designs. knowledge-intensive business services offering consultancy services ought to undertake the following measures to create value for their organizational change consultancy; first, organizations have unique cultures that are pervasive enough to affect the operationalization of the designs organizations seek to adopt (Visscher et al., 2010). consultancy firms should do thorough studies of their client companies to offer the most specifically relevant customized solutions (Visscher et al., 2010). this should be done objectively through experts in organizational management and thorough analysis of accurate documents or the client organizational progress. The Role of Engagement in Managing Organizational Change Organizational structures and corporate management systems and designs are only empty instructions until they are given life by those who use them in their daily tasks (Anderson, 2013). the input of an organization's staff is therefore important in making it successful in its practical application. unfortunately, the majority of modern companies disregard the contributions of each employee and therefore ends up imposing new operational strategies on workers who do not believe in them. the result of such approaches to organizational change is often failed systems despite the heavy budgetary investments these companies put on them. employee goodwill on new operational strategies is a determinant of the strategy's operations as they work to positively improve it daily rather than make it the excuse of non-performance (Anderson, 2013). managers and departmental heads should, therefore, purpose to take the contributions of employees who will use or be affected by a change in the way they work (Anderson, 2013). this way, the workers own the changes and consequently make them effective. The Role of Horizontal Organizational Communication in Effective Change Management. Recent studies have attributed failed organization changes to factors, among them poor organizational communication (Anderson, 2013). the researchers state that decision makers fail to communicate effectively on the role of the newly adopted c.

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