Lewin's Theory Of Resistance To Change In Management

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Resistance to Change Paper
Resistance to change is referred to the act of opposing or dealing with issues which is a common conflict for the managerial staff. During the improvement phase, many organizations experience resistance from their employees. The issue is not how resistance occurred but the results of the change it cause to the organization. The resistance to change typically cause behavior issues for employees when change is implemented. When this issue manifest the following concerns occurred within the workplace, such as productivity, job performance, quality products and services, and interpersonal relationships. Resistance in management can be a concern due to the level of opposition from either the organization or the employee. In this paper, I will introduce the source of the resistance from the organization and employee point of view. Finally, how Lewin’s theory of change can be used to overcome resistance to change.
Organization: Cause of Resistance
According to Tanner (2015), senior sponsors of the change often blame its failure on employee and middle manager resistance to change. Resistance reflect uncertainties which cause conflict to the ideal of change regardless of positions within the organization. The direct consequences of change being resist is due to management failure. With the growing rate
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The theory change process of the movement that intertwine with behavior of individual in conjunction to cognitive restructure. Innovative solutions is the resulted when both the employees and organization accept the change and culture differences to create jeopardy of the company. This stage can take time to mature the relationship of both parties to improve and process the desired change. As long as both sides agree to the change presented, the mistakes occur can be resolved promptly to improve the foundation of the

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