Reference no: EM131933287

Questions from the Instructor:

We have been discussing other methods to utilize when implementing change in order to reduce resistance. Do you think some of these techniques might help to avoid the necessity to hire a completely new staff?

Here is my DQ below that she asked me the questions about above: (Course: AMP-492-O500 / Organizational Change and Development)

Change is inevitable in every organization. In most cases not all stakeholders who support the change. Some resist a change due to different reasons. This may be influenced by political, cultural and technical factors (Hayes, 2014).

The reasons why stakeholders resist change if they feel that the change may lead to the loss of control once the project on the change has been completed. Some may fear that they may lose their influence in the organization due to the change thus end up resisting the change.

Another reason why they resist to change is the belief that the existing processes or systems are sufficient for the desired results of the operation to be changed. Some people like sticking to one way of doing things, and in case a change is introduced they tend to be against it. A stakeholder may also resist change if he or she feels that groups in the organization like the union groups will not support the change. This may negatively affect implementation of change and thus lead to change resistance.

When the stakeholders resist the change, the manager in charge of the change project can know that there is resistance to change in the organization. Some of the indicators include; reduced productivity, increased absenteeism, and breakdown in communication. Low morale and motivation can cause the reduced productivity.

If the change affects the roles and responsibilities of the people, they may fear the effect of the change, and thus this may lower their morale to work thus low productivity. When the morale is low, there can be increased absenteeism due to unexplained physical illness influenced by the change. The increase in gossips and rumors in the organization regarding the change leads to a breakdown in good communication (Anderson & Anderson, 2010).

References:

Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.

Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.