Change is inevitable in organizations because new ideas and technologies keep emerging and it requires the organizations to embrace them if they are to remain relevant and successful. Some of the key factors that necessitate change include an acquisition of new technologies, changes in the roles that staff play, an increase or decrease in the amount of funding, new organizational goals, vision, or missions, and the need to reach new clients or members among others (Russell & Russell, 2006). However, although change is often meant to improve organizations by creating new opportunities, it is often met with resistance and criticism both by the organization and the individuals involved. Resistance to change is often attributed to the fact that most organizations and individuals prefer stability and predictability; hence, they strive hard to avoid situations that upset the status quo, increase risks and stress, and situations that threaten their interests.
Other key factors that contribute to change resistance in organizations include the fear of losing jobs. In most organizational settings, changes that involve processes, system advancements, or technological advancements are coupled with cost reduction strategies, efficiency improvements, and streamlining (Russell & Russell, 2006). Such changes result in the reduction or elimination of some of the roles that employees play, which threatens to harm the employees' position. As a result, the employees who are likely to be affected by such changes resist the change. Further, poor communication strategies regarding the intended change often contribute to change resistance. The extent to which employees and organizations understand the need for change plays a crucial role in determining the level of resistance to the change, the more they understand the need for the change and the benefits of the intended change, the less resistance they will present and vice versa. Other factors that contribute to change resistance include the fear of losing control over the workplace, the lack of the skills and the competence required to effectively implement the change, lack of rewards, poor support systems, and office politics.
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Despite the numerous factors that contribute to change resistance, the change process can be effectively managed by reducing the extent to which organizations and individuals resist change. Some of the measures that can be employed to minimize change resistance include employing proper communication strategies, where employees have informed adequately regarding the intended change, its benefits and the expected risks, as well as allowing employees to contribute their ideas towards the change implementation process (Russell & Russell, 2006). Further, proper timing is crucial in minimizing change resistance; hence, rather than introducing change once, the change should be introduced in phases to lower instances of mistrust and the fear of the unknown. Finally, organizations should provide adequate resources required implementing the change, including ensuring that the employees are equipped with the relevant skills, competence, and knowledge.
References
Russell, J. & Russell, L. (2006). Change basics . Alexandria, Va: ASTD Press.
