The most common primary management education and training often rely heavily on left-brain thinking, deductive reasoning, and analytic thinking. More often, managers of the 21st century require a different set of skills that are based on the functioning of the right brain thinking systems, intuitive problem-solving and more importantly value driven decision-making. Indeed in the corporate world, only metric profits often surpass all other in importance, and by contrast, all corporations must achieve success across broad spectrums of activities. Since there is nothing equivalent to the simplifying discipline of a corporate balance sheet, corporations must, therefore, adapt or risk bankruptcy. All these factors among others often present strong incentives for corporations to invest in and drive change (Sirkin, Keenan, & Jackson, 2005) . Since most organizations adapt predominantly because of the will of its leaders and staff members, lack of corporation on the part of staff members to drive change can result in aggravated consequences of strategic failures for the corporations involved. In today’s business world, the ability to understand and capitalize on new concepts, networks, virtual teams, content marketing and mindfulness is increasingly crucial to leadership success. Managing growth is all about managing change and in competitive business landscape of today, the ability to handle constant change brings out the difference between success and failure of organizations.
Change management is the set of processes, tools, and mechanisms that are designed to make sure that when administration tries to make some changes, they do not get out of control or that the problems associated with them do not occur. It is a way of making significant organizational changes and keeping them under control while at the same time changing leadership which concerns the driving forces, visions, and processes that drive large-scale transformations (Sirkin, Keenan, & Jackson, 2005) . However , change management mostly is associated with problems and the acronyms that executives use (reports, approvals, policies, and procedures). Since management often focuses on the formal structural and operational side of the processes and procedures of organizations, they miss the focus on the side of people who act as the principal change agents in our 21 st -century business world, and this often results in fatal errors (Lardbucket.org) . As some researcher’s state, almost 70% of change initiative of change management end up failing (Ukshini, 2017) .
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Although as of today both executives, supervisors and managers alike have plenty methodologies for managing change, there still exist high rate of failure for significant organizational changes. Most management in organizations often makes functional and structural changes that are visible and concrete by restructuring, changing systems, increasing hard skills competencies while evolving strategic directions (Lardbucket.org) . However, this often provides short-term efficiencies which only address the symptoms associated with dysfunctions and not causes. Therefore as year’s elapses, companies end up finding themselves in the same place they started (Ukshini, 2017) .
Consequently, individuals connected within the business world are pressurized to focus their time and attention on understanding the forces that drive the changing business environment to implement new information systems that support the altered climate. Therefore it is difficult for the organization to deal with change in that in today's rapidly changing and competitive business environment, the ability to change quickly, efficiently and continually distinguishes winners from losers (Ukshini, 2017) .
The inability of organizations to adapt to changing business environments often results in their eventual demise. Moreover, since the pressures for change in organizations are independent of technological changes, information working for changes in organizations is doing so in organizations which are stressed by other pressures (Pieterse, J, & Homan, 2012) . More importantly, changes in organizations mostly involve different types and levels of personal loss for the staff in companies. Indeed change often requires efforts to learn new opportunities. However, some may welcome the new opportunities while others may not want to invest their time and energy unless they are satisfied with the current arrangements or identifies great benefits to the proposed change (Zafar & Naveed, 2014) . An example can be seen in the upgrade of new software in an organization. It may hold future benefits that may not be seen as sufficient to outweigh the short-term investment that is needed to learn new programs.
More importantly, individuals in the organization will want to feel good about themselves, take pride in their work, feel responsible for doing a good job and will want to feel that they are part of a successful enterprise which sees their time as significant. However, many organizational cultures make it difficult for staff members to feel good about themselves and in more extreme situations, they start developing strategies that will help them feel good about themselves (Zafar & Naveed, 2014) . Mostly, these strategies involve getting some sense of control, belongingness, and significance for the work they do and might include opposing the management. Ideally, worker-management relationships are not entirely alienated in that workers strategies for achieving better feelings are unknown to be misunderstood by management.
Consequently, change initiatives unintentionally threaten to cause workers severe personal loss and therefore workers may resist and do all they can in their power to sabotage such change initiatives (Sirkin, Keenan, & Jackson, 2005) . Additionally, change initiatives often result in enormous losses for middle managers. Mostly, people perceive that information system mainly increase the knowledge abilities of top executives of what is going on around the organization and therefore enable them to exert more direct control. This, however, is not the case as severe losses of personal and organizational significance often lies more on the middle manager as they are the ones who fight these losses (Zafar & Naveed, 2014) . Moreover, the resistance to change will forever be a continuous problem as new systems often require workers to learn a new set of behaviors. Therefore, at both organizational and individual levels, resisting change results in impairment of management’s efforts to improve performance. Thus the relationship between corporate and personal resistant is a crucial aspect of an organization is an intertwined system of connection between people, technologies and work processes.
The interactions between organizational behavior, culture and performance are linked continuously in two directions that lead to lower-level interactions. Individual resistance to change often give rise to organizational resistance to change and this can result in fatal consequences for the organizations involved. Encouraging resistance to change among employees will consequently result in a self-reinforcing nature which can be tremendously powerful enough to defeat continuous efforts to break out of it. Therefore it is imperative for managements to take measures that can annihilate increasing resistance which may develop when individuals create environments in which resistance to change is the routine.
References
Lardbucket.org. (n.d.). Organizational Design. Retrieved from Lardbucket: https://2012books.lardbucket.org/books/modern-management-of-small-businesses/s16-02-organizational-design.html
Pieterse, H. J., J, C. M., & Homan, T. C. (2012). Professional discourses and resistant to change. Journal of Organizational Change Mangement, 25 (6), 798-818.
Sirkin, L. H., Keenan, P., & Jackson, A. (2005, October). The Hard Side of Change Management. Retrieved June 1, 2018, from Havard Business Review: https://hbr.org/2005/10/the-hard-side-of-change-management
Ukshini, A. (2017, February 21). Organisational change in the 21st century: A change to be managed or a change to be lead? Retrieved June 1, 2018, from Linkedin: https://www.linkedin.com/pulse/organisational-change-21st-century-managed-lead-armend-ukshini
Zafar, D. F., & Naveed, K. (2014). Organizational Change and Dealing with Employees' Resistance. International Journal of Management Excellence, 2 (3), 237-246.
