Posted: July 5th, 2021
Change and Possible Challenges
Change in an organization or among individuals expects two sole reactions, namely acceptance and resistance. Resistance can be experienced when the involved stakeholders feel the change is not in their interest, and they would gain nothing from it. Thus, when introducing change in an organization, managers should keep in mind the possibility of change failure just as change success (Reiss, 2012). Two main challenges associated with the failure of change as per the 14 causes outlined include the uncertainty among stakeholders and the fact that the change is not in their interests. These two causes and challenges form the main reason there is change resistance in the workplace (Ian Palmer, 2017). Uncertainty, in this case, is experienced when employees, among other stakeholders, lack the idea of what is expected of them. Moreover, some believe they lack the skills and adequate information to undertake the change. Secondly, as stated above, if change does not reflect the interests, especially among shareholders, or they feel that there are no rewards whatsoever in the proposed change, a high resistance is likely to be experienced.
The factors stated above require effective mitigation strategies, which include a participatory and consensual strategy. The strategy is characterized by participation, involvement, negotiation, and agreement. Uncertainty in the workplace due to change management can be addressed by providing adequate information to all involved parties, ensure they are involved, and participate in the change during the entire process (Ian Palmer, 2017). Conflicting interests are common when introducing and managing change, but can be addressed by coming into a consensus through agreements and signing treaties.
This strategy is conclusive as it addresses the two main factors. The reason for choosing the ‘hybrid’ strategy is that a single strategy cannot best fit to address all issues. These reasons have different orientation and are sourced from a lack of information and conflicting ideas (Thomas R. Harvey, 2010). Thus choosing the participatory and consensual strategy shows two strategies combined to address the issues.
Ian Palmer, R. D. (2017). Chapter 8: Resistance to Change. In Managing Organizational Change: A Multiple Perspectives Approach 3rd Ed (pp. 249-279). New York: McGraw Hill Education.
Reiss, M. (2012). Change Management. New York: Books on Demand GmbH.
Thomas R. Harvey, E. A. (2010). Resistance to Change: A Guide to Harnessing Its Positive Power. London: Rowman & Littlefield Education Publishers Inc.
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