Resistance to Change
There are many factors that management must consider when planning for organizational change. Employee resistance to change is one of the biggest factors that management must prepare for. If management does not overcome employee resistance to change, the organizational change will not be successful. In order to overcome resistance to change, management must first diagnose the organization. Diagnosis includes collecting data, a dialog of discovery, and feedback. Once the organization has been diagnosed, management can utilize the results to overcome the resistance and get employee buy in to the organizational change. Once the employees have bought into the idea of change, management can implement the organizational change and be successful. Why Employees Resist Change
Employees are resistant to change for many reasons. They may not understand the need for change. They may not be aware of the underlying business need for change. They may fear that the change will result in the loss of their job or that they may not posses the skills necessary to be successful in the organization after the change takes place. Diagnosing Resistance to Change
There are several diagnosis models that an organization can use to diagnose resistance. According to Falletta (2005) these models include: 1.) Lewin’s Force Field Analysis-this model identifies driving and restraining forces within the organization. The driving forces push for organizational change while the restraining forces act as barriers to change. 2.) Leavitt’s Model-this model focuses on the different variable in an organization and how each is affected when one of them changes. 3.) Likert System Analysis-the system analysis addresses motivation, communication, interaction, decision making, goal setting, control and performance. This model utilizes questionnaires to measure employee perceptions of the organization. 4.) Open System Theory-this model allows for cycles of input, transformation, output and renewed input to change the organization. 5.) Weisbord’s Six Box Mode-the six box mode focuses on the purpose, structure, relationships, leadership, rewards, and helpful mechanisms of an organization and how they affect change. 6.) Congruence Model for Organization Analysis-a more comprehensive model that focuses on specific inputs, throughputs, and outputs. This model combines components of Leavitt’s model and Weisbord’s six box model. 7.) McKinsey’s 7S Framework-focuses on seven values of the organization: style, staff, systems, strategy, structure, skills, and shared values. 8.) Tichy’s Technical Political Cultural Framework-also focuses on inputs, thouroughputs, and outputs. This model identifies key variables that are important to the change process. 9.) High-Performance Programing-assess the current level of performance in order to plan the changes needed to change the organization into a high performing organization. 10.) Diagnosing Individual and Group Behavior-this model focuses on both individual and group performance when assessing change. 11.) The Burke-Litwin Model of Organizational Performance and Change-this model is based on previous models and looks at organizational variables, the culture and climate of the organization, transformational and transactional dynamics and the nature and direction of influence (pg. 5-26). All of these models have the same basic purpose, they all review the current state of the organization by collecting data, then they share the dialog of discovery and provide feedback (Spector, pg. 61). Tools to Address Resistance to Change
Employee Involvement Strategies
Employee involvement strategies help improve employee morale, they help improve the organizational culture and climate. “Organizational culture is based on the values and beliefs shared at all levels and reflected by interactions between employees in the organization as well as with customers and vendors....
References: Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR Professional in Human Resources certification study guide (4th ed.). Indianapolis, Ind.: Wiley Pub..
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