Resistance to change is a normal everyday aspect in the workplace. What happens to the organizational climate when this resistance occurs? What are some tactics to reduce negative feelings when dealing with changeRunning head: RESISTANCE TO CHANGE
DISCUSSION TOPIC: Resistance to Change
Change, in most cases, it is hard to accept simply because it has both positive and
negative impacts. Resistance to change is accompanied by consequences that may affect the
organizational climate. This paper will discuss what happens to the organizational environment
when resistance to change occurs. Moreover, this study will seek to deduce the tactics that can be
used to reduce the negative feeling, especially when dealing with change.
A change in an organization can be advocated when a company is experiencing a
downfall. Resistance to change may have the following impacts on the organization climate
Persistent reduction in output
An organization’s output is critical when determining its performance. If a new strategy
is identified and is likely to revolutionize the shortages of the production and the change is
rejected within the organization, this may lead to a persistent reduction in output (Shimoni,
2017). Poor performance in the organization disrupts the organization’s climate, and this can
only be resolved by implementing the change.
Since change cannot favor everyone, those who are negatively affected by the change
within the organization may seek transfers, and also, there is a high probability for them to lose
their jobs. For an organization to perform at its best, changes are always recommended to
respond to changes within the business environment. Those who are against the changes are
eliminated while those are for the changes are retained in the company.
RESISTANCE TO CHANGE
Quarrels can be evidenced when changes are resisted. The argument can be between the
management and the change defaulters, which may result in some of them being fired or their
contracts being terminated.
Before implementing the change, the organization should ensure that everyone
participates in finding the solution for any downfalls within the organization. This helps in
reducing the probabilities of increased resistance to change (Mathews & Linski, 2016). However,
the majority of the management does not consider this as the best option in implementing
changes within an organization.
The other tactic that can be used to deal with change resistance is that management
should understand the reason why the change is being resisted. In most cases, employees reject
social changes rather than technical changes. Therefore organizations should enlighten the
employees on the importance of change not only to the organization but also to them before
implementing the change.
The management can undertake concrete steps that are accompanied by new performance
standards and encourages the organization specialists to think differently in solving issues that
face the company. This tactic makes the employees feel like part of the organization and develop
a positive attitude in finding solutions that affect the company.
The top-level management can also communicate the likely changes that are advocated to
be implemented by the company during staff meetings and operating groups (Stojanovic Aleksic,
Zivkovic & Boskovic, 2015). They can give their views regarding the change and persuade the
other employees to accept the change. This helps in reducing the chances of resistance and
initiates the process of change implementation.
RESISTANCE TO CHANGE
In conclusion, change is always good when it has a positive impact on the organization.
Changes that allow some people within the organization to get involved in fraudulent activities
should be highly resisted. The highlighted techniques should be recommended to an organization
that faces resistance to change.
Mathews, B., & Linski, C. M. (2016). Shifting the paradigm: reevaluating resistance to
organizational change. Journal of Organizational Change Management.
Shimoni, B. (2017). What is resistance to change? A habitus-oriented approach. Academy
of Management Perspectives, 31(4), 257-270.
Stojanovic Aleksic, V., Zivkovic, S., & Boskovic, A. (2015). Organizational change
resistance: Experience from public sector. Journal of economic and social developmen, 2(1),
Resistance to change defines the action taken by individual and groups in an organization upon
the perception of occurring change. The resistance change is highly contributed by the notion
that change will cause threats to individuals. The growing and development of the organization
enhance many changes that may experience different forms of resistance (Grama, & Todericiu,
2016). For example, some changes face active resistance or passive resistance, individual or
organized, overt or passive. The structure of resistance depends on the nature of changes
introduced in the system.
RESISTANCE TO CHANGE
Change resistance in the organization does not occur quickly as the involved persons have
different perception about the changes. The resistance to change in the organization contributes
toward blaming each other for the failed objective. For example, senior sponsors of
organizational change will blame the implementation failures on employees and middle
managers resistance to change (van Dam, 2018). Therefore, change resistance in an organization
has an effect on the survival of the organization. Also, the change increases fear for leaders to
lose their position in work.
Change resistance may result in increased suffering in the organization. This mainly occurs when
the senior executive uses forces to implement changes in the organization. This approach widens
and increases the magnitude of resistance for employees. This highly influences the effectiveness
of the organization both on short and long-term goals (Grama, & Todericiu, 2016). The process
of enforcing change may increase direct and indirect resistance from individual employees.
Therefore, strong strategies are needed to address change resistance.
Some tactics to deal with change resistance is to know that people do not reject change that in for
their best interest. Therefore, to deal with change resistance, the organization require to conduct
mobilization to employees on the need for the change. This helps to convince the employee on
the importance of the change in production efficiency. The main fear of the employees on the
loss of status and job security should be driven out by ensuring the understanding of the concept
of the intended changes (van Dam, 2018). Also providing the transition is accommodative of the
Another tactic when dealing with change resistance is to ensure rewards in the implementation of
changes. When the manager applies excellent aligned reward systems, they find an easy way to
control resistance in the organization. Every employee is ready for a change as far as it has a
RESISTANCE TO CHANGE
reward for them. Rewards abided on changes act as a motivating factor for employees to
embrace change (Repovš, Drnovšek, & Kaše, et al. 2019). The awards do not necessarily be
monetary rewards but can be intrinsic rewards.
Again, the change resistance is inclusive of the climate of mistrust. The change needs to occur in
an environment free of suspicion as mutual mistrust will doom an otherwise will automatically
fail the change. Therefore, changes have to be implemented in a situation where most people
trust each other. Mainly when employees and managers trust each other; thus, this reminds
change resistance results mistrust which has to be dealt with before the implementation of the
new changes (Chamberlin, et al 2018). Other times, distrust arises when there are internal
politics in the organization. Some of the employees may stand to convince that the wrong person
is spearheading the changes. Thus, the way out is to ensure no unnecessary internal politics and
winning the trust of employees to embrace the change.
Chamberlin, M., LePine, J. A., Newton, D. W., & Van Dyne, L. (2018). Employee participation.
Grama, B., & Todericiu, R. (2016). Change, resistance to change and organizational
cynicism. Studies in Business and Economics, 11(3), 47-54.
RESISTANCE TO CHANGE
Repovš, E., Drnovšek, M., & Kaše, R. (2019). Change Ready, Resistant, or Both? Exploring the
Concepts of Individual Change Readiness and Resistance to Organizational Change. Economic
and Business Review for Central and South-Eastern Europe, 21(2), 309-343.
van Dam, K. (2018). Feelings about change. Organizational Change: Psychological effects and
strategies for coping
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