Resistance to Change, Traditional vs. Modern Perspective Essay examples

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Handling Resistance To Organizational Change
A framework for companies, showing the preeminent method to handle resistance to change

By Ilona van Rooij, Michelle Hieltjes and Sophie Peeman

This paper has a clear aim at creating a framework for companies, showing the preeminent method of handling resistance to change. A thorough literature study revealed two distinctive perspectives, with different strategies, advantages and disadvantages. The traditional perspective takes a more negative stance towards resistance to organizational change. There is a clear focus on reducing or even eliminating resistance. More recently, a new and more positive view emerged, stating that resistance is useful and therefore needs to be
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The key determinant of this type of change is leadership in the form of a committed team of leaders and managers that steer the effort. Transformational change can be difficult and a comprehensive study of an organization’s culture, core process structures, management, decision-making and strategy can be considered a necessity (Chun-Fang, 2010). Next to a necessity, change is normality (Mahin, 2010; Hallencreutz and Turner, 2011). Companies need to adapt to the continuously changing economic environment, customer and client expectations and a shifting workforce. Disturbing is the fact, that it is estimated that 70% of organizational change initiatives, in this context transformational, fail completely and of the changes which do proceed, 75% fails to achieve the intended result (Hallencreutz and Turner, 2011). Several reasons for failure are given in literature, of which one of them is resistance of the workforce.

Resistance to change
As the name suggests, resistance to change describes an uncooperative stance of employees towards change (Thomas & Hardy, 2011). It can be considered a usual reaction of people confronted with change (Sweers and Desouza, 2010). According to Ansoff (1990, paraphrased in del Val and Fuentes, 2003) resistance is a phenomenon affecting the change process, through delaying its beginning, hindering implementation and increasing its costs. Other authors, however, described

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