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 ...

1. 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

2. 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
or change as unnecessary because as soon as one change can be
implemented another will follow. By putting off the change in
essence, is the organization resisting the needed change?
If the leader is able to propose change that is strategy driven
and solicits employee involvement with an understanding of

3. why the change needs to take place, it is more likely that the
change process will be successful. The employee requires the
basic understanding of how the change will impact their work
life in the implication of future growth and development before
they are able to process their behaviors and reception to the
change. If the leader is able to meet the challenges of
participative change and employee involvement the trust level
during the change process will increase.
Forbes School of Business Faculty
References:
Anderson, D., & Anderson, L. L. (2009) The change leader’s
roadmap: How to navigate the complexities of your
organizations transition. Retrieved from
Beingfirst.com/resources/pdf/AR_PDF_CLRhowtonavigate_091
124.pdf
BlessingWhite, a division of GP Strategies. (2012, March 6).
The "X" model of employee engagement: Maximum satisfaction
meets maximum contribution [Video file]. Retrieved from
http://www.youtube.com/watch?v=gZ3wxgog4nc
Palmer, I., Dunford, R., & Akin, G. (2009) Managing
organizational change: A multiple perspectives approach (2nd
ed.). New York: McGraw Hill.
Required Resources

4. Text
Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing
organizational change: A multiple perspectives approach (3rd
ed.). Retrieved from https://www.vitalsource.com
Article
Quast, L. (2012, November 26). Overcome the 5 main reasons
people resist change (Links to an external site.)Links to an
external site.. Forbes. Retrieved from
http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-
the-5-main-reasons-people-resist-change/
Recommended Resources
Article
Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to have
influence. MIT Sloan Management Review, 50(1), 47-52.
Retrieved from the ProQuest database. This article briefly
reviews the techniques of influence and the skills of the leader
to drive change.
Multimedia
BlessingWhite. (2012, March 6). The “X” model of employee

5. engagement (Links to an external site.)Links to an external site.
[Video file]. Retrieved from
http://www.youtube.com/watch?v=gZ3wxgog4nc&feature=share
&list=TL6jhsfEO2E0-
ndQQeRNHewdxUI3IyVIXQ#aid=P8qksgr7mZQ This video
defines what matters most to develop employee engagement and
involvement in organizational initiatives.