Resistance to change is derived from a number of sources. One of the sources is associated with insecurity. In this regard, most of the people working for an organization are liable of becoming comfortable in their current positions. The employees and their managers become comfortable with the current environment they are working in and are not ready to implement change. The creation of a comfortable zone for an employee is one of the factors that they are willing to remain working in the organization. Consequently, the workers are not ready to change to new dimensions of the business processes because they believe that they will be dislodged from their comfort zones (Khan, Raza, & Mujtaba, 2016). However, when there are proposals to implement some changes in the business process, uncertainties are likely to occur and people no longer have the idea of what the changes will entail in their role for the organization. Concisely, insecurity is one of the predominant sources of resistance to change in organizations.
The organization should device some strategies to counter insecurity within the organization whenever new changes are proposed. For instance, communication is one of the key factors that will help the workers understand that the change is not targeting an individual but has an objective of ensuring that all the stakeholders are given the opportunity of improving their performance and productivity. The communication channels should inform all affected parties that they are not victims but will benefit from the new developments associated with change. The management should ensure that the changes introduced will not affect the career development of some people but will play a critical role in enhancing the growth of all members of the staff (Repovs, Drnovsek, & Kase, 2019). The communication channel should be utilized in assuring the workers that the changes are for the overall good of the company.
Delegate your assignment to our experts and they will do the rest.
The other formidable source of resistance to change is associated with resentment of control. Some organization have a leadership style that delegates management decisions to some employees. However, when proposals to change are brought forward, the workers feel that they have not been consulted and therefore they are losing their control because they are not in control of some of the operations that the implementations will affect. This elicits resentment of control particularly if the employees have not been consulted on what changes should be implemented in the workplace or in the business processes. One of the major factors that lead to resentment of control is that some of the employees will not be capable of managing their destiny or that of the organization (Khan et al., 2016). Although the alterations may present better opportunities for all stakeholder, the lack of authority leads to resentment of the management and leadership of the organization.
One of the steps that the organization should take is to look into the different control mechanisms that exist in the company. For instance, some of the employees in leadership positions are likely to have major influences. However, the change will alter their position in the organization. The most effective strategy to counter resentment of control is to create an organizational culture where all people are committed to the success of the company regardless of the personal opinions of the workers (Barrett, 2018). The organizational culture should instill the discipline that any change even if it will have benefits for all stakeholders will have some drawbacks on some people, which is one of the reasons that some employees may feel that they have been ignored when the implementation of change is taking place. Succinctly, when the organizational culture instills such discipline on employees at all levels of the company’s hierarchy, it will benefit from support from the entire staff.
References
Barrett, A. (2018). Information-seeking from organizational communication sources during healthcare technology change. Communication Quarterly , 66 (1), 58-78.
Khan, M. M., Raza, M. A., & Mujtaba, B. G. (2016). Determinants of Resistance to Organizational Change: A Qualitative Study of a Non-Governmental Organization in Pakistan. Journal of Educational Leadership and Policy , 1 (3), 43-50.
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.
