Monday, April 15, 2019
Resistance to Change Essay Example for Free
Resistance to Change EssayIntroduction Change ConceptResistance to replace is a response given by individuals or groups when they perceive that a change occurring is a bane to them, (Resistance to Change, 2002). Resistance to change from employees can cause the change initiative to fail as a result of not properly implementing the change strategy.Approach Change AgentIn clubhouse to implement change effectively in an organization, it is very important for a change doer to bang the signs of resistance before developing a plan. Having the knowledge of how employees may respond to change will tutelage a change agent in developing a strategy to pr scourt or even reduce the effects of resistance. Resistance to change can best be handled by proposing a conflict with lower-level employees and gaining some insight in regards to their feelings towards the change. In other words, a change agent can train upper-management to meet with employees to discuss the changes that must be implemented in the organization and why the changes are important. Employees should likewise know how these changes will affect their day-to-day operations, such as, changes in specific duties/tasks or even schedules. look for PlanThe direction in inquiry will be to gain a better reasonableness as to why an effective strategy to preventing resistance to change can be incorporated in a change agents approach. In concluding the document, the reader should be able to get wind the signs of resistance, develop a better strategy to prevent or reduce resistance, and implement the change agents plan effectively.References1. Palmer, Ian et al. (2008). Managing Organizational Change, 2nd Edition. New York McGraw-Hill Learning Solutions. The course text is the basis for this research paper. It provides all the necessary culture to formulate what resistance to change entails. 2. N/A due to world unsure as to what other references will provide the best or most important information on th e topic.
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