Managing change resistance in strategy
NAME: KANU PRECIOUS .C.
Strategy and Structure
This study looks into change resistance, concentrating on the management of
change resistance in strategy implementation. It offers an in?depth education of resistance to change. Through a more examined
technique, this research looks into approaches in managing resistance to change
and connecting resistance to the advantage of the organization. This paper via
empirical research displays systematically the consequence of change resistance
in strategy execution and how managers can use and work through change
resistance. It also expresses which resistance vary most, range of change and contributing
clues around where establishments ought to pay distinctive consideration when introducing
a change procedure.
After strategies have
been agreed on, the following process is the implementation of the agreed
strategy. Strategy implementation is an essential and vital portion of an
organization. It is the procedure of apportioning
resources to support the approved and preferred approaches. This process
includes the diverse management activities that are indispensable in putting
strategy in motion, begin certain tactical controls that supervise growth, and ultimately
achieve organizational goals. While execution of strategies are necessary in an
organization, resistance to change of such strategies is unavoidable. There is certain
to be a reaction to the execution of said strategies. The goal of this paper is
to illustrate how a good and pleasing management of change resistance would reassure
and rise quality and growth in strategy Implementation.
(Lawrence, 1954; Maurer,
1996; Strebel, 1994; Waddell and Sohal, 1998, among others) emphasize that the
basis for the lack of success of many change initiatives can be found in
resistance to change. (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence,
1954; Piderit, 2000; Waddell and Sohal, 1998) looks at Resistance as a source
of information, being useful in learning how to develop a more successful
The general aim of
organizational change is an adaptation to the environment (Barr, Stimpert and
Huff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an development in
performance (Boeker, 1997; Keck and Tushman, 1993).
The first type of changes
are small changes that modify certain minor parts, looking for an enhancement
in the current situation, but keeping the general working structure (Blumenthal
and Haspeslagh, 1994; Goodstein and Burke, 1991; Greiner, 1972; Levy, 1986;
Mezias and Glynn, 1993; Nadler and Tushman, 1989; 1990). The second type of
changes are strategic, transformational, and innovatory or second order ones.
They are radical conversions, where the organization totally changes its necessary
structure (Blumenthal and Haspeslagh, 1994; Ghoshal and Bartlett, 1996;
Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990),
looking largely for a new competitive benefit (Hutt, Walker and Frankwick, 1995)
and affecting the basic competences of the organization (Ruiz and Lorenzo,
Behavioral approach concentrates
on individual attitudes in clarifying the nature of change. This approach
conceives the change in organizations as highly reliant on on associates of
organizations and their behavior. The failure or success of getting planned outcomes
should be examined in the performances of individuals and the situations
(Cameron & Green, 2004). The nature of change in the organizations can be
understood by studying the behaviors of people and their effects. According to
behavioral tactic, by generating appropriate surroundings and useful involvement
approaches; change can be coped and organizational advancement might be attained.
The main worry of change agent should be behaviors, observations and approaches
of people in the procedure of transformation execution and managers should
concentrate on refining announcement, group performances, organizational values,
organizational learning and enthusiasm in workshop in order to accomplish anticipated
outcomes and positive modifications (Christensen, Marx & Stevenson, 2006).
Newstrom & Davis, 1997)
of drivers of change and resistance to change: Diagnosis, which
is the first step of change process, helps us to understand external and
internal drivers which force organizations to change. Possible resistance
sources should also be taken into consideration while diagnosing.
change agents: In accordance with the type of change that has been
appropriate change agents
should be selected in order to implement change programs. Change agents can be
internal, who are members of the organization; or external, who can be hired
asconsultants. At the same time, change agents should also be compatible to
building: In this step, by considering the needs for change, a
proper plan for change, which will transform organization from its existing
situation to a desired position, is expected to be developed
application: Application of change strategies requires managerial
and leadership skills. Time, cost, accountability and ethical issues should be
taken into consideration while implementing change programs.
Overall progress and effectiveness of implementation should be evaluated in
order to determine success of change in reaching targeted goals. The important
point is not to ignore that change is a continual procedure in the shape of a
circle; and therefore strategies should be adaptable enough to upcoming change
forces and resistance factors that might arise from employees.
The change process and management are expected to be relocated to the long-term
improvements by developing and introducing useful mechanisms like learning
organizations. The important point that should be stated here is that change is
the ongoing process, which is not guiding. The process should be thought as a
circular that the outputs of processes can be the inputs or sources of change
processes. In other words, the process can be considered as a flow action in
which every step is supported by the previous one.
The other view has come
from the structural approach and it has described the nature of change as
structure? and focuses on reshaping and restructuring organizations.
Consultants or change agents should provide functioning mechanisms (structure)
to managers in order to achieve successful change and decrease the anxiety in
organization (Hirschhorn & Barnett 1993). Structures have been emerged from
the interactions of groups of people that work and aim to the common purposes
(Seel, 2002). It is also possible that structures can be created from outside
by experts, namely external experts.
Level of Change
As human beings, we have
lived in social being where we have confronted to the diverse level of change
in daily life. Individuals could be assumed as the core part of change; that
is, change in individual is the starting point of the change of all systems.
But individuals are not isolated from the environment. They are also part of
different groups at different levels. There have been intense webs of
communications between individuals and groups. (Cameron & Green, 2004).
Therefore, in this part, we will study three different levels of change, which
will give us a comprehensive understanding about how change should be managed:
level of change
level of change
level of change
Importance is being put
on the level analysis compared to the other dimensions of change, because it
contains important elements which will prepare the ground for the discussion of
resistance management. We believe that for successful change implementation and
resistance management, key elements of these three levels needs to be
understood by manager/change initiators.
Even change has been
coming from the external world, the perception and reactions toward change
arises internally, and therefore this puts to individual to a central position
in explaining the level of change. The external world, which individual are a
part of it, has not been stable. It has been dynamic and subject to continual
changes. The individuals, as a part of the environment, also bump into these
changes and need to adopt themselves. From this point, individuals organize one
of the most important levels which the idea if change needs to be analyzed and
understood. We will revisit for different perspectives offered by Cameron and
Green (2004) to explain individual level change.