A Life Cycle Of Employee’s Resistance To Change In Organization

1081 words - 5 pages

The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in ...view middle of the document...

The resistance to change may lead to success if the employee agrees to change and become failure if they reluctant to accept the introduce change done by the organization.

The second phase is forces of change emerge. Byvelds (1991) stated that there are two types of forces occur during the change, which are driving forces and resist force. The driving forces allow change and keep it going as interest and needs of the employee is changing where they have different views of a group. Meanwhile, for resisting forces it happens internally and acts as a resistance to change. During this stage, employee fear to express new ideas and favor on doing the former routine. Musah & Momoh (2011) stated, “people resist change for it is seen as a threat to familiar pattern of behavior as status and financial reward” (p.8). To enable change to proceed, both of emerge forces are reduce rather than intensifying the driving force only. Byvelds (1991) also reported communication, participation, support and negotiation are important aspect in lower forces of change. “Provide sufficient information to employees on the need for change in order to gain their support. State a clear purpose of the change. Fear of change can be as disturbing as the change itself” (Byvelds, 1991).

In the third phase, there is a direct conflict happens in an organization. The conflict arises from people who agree and disagree with the change (Change Management, 2012). People are who agree to change, perceive it as advantages for both organization and themselves. They discover change gives benefit and opportunity to develop their work performance. However, people who disagree strongly oppose the change and try to prevent change from implemented since it alters the pattern of their working behavior. According to Choyle (2004), organization is able to seek help from change management expert to solve the issue. In order to overcome the conflict, change management expert identify the source of conflict. After that, a recommendation for the design of the process of solving the conflict is developed to attempt organization objective through change.

In the fourth phase, residual resistance appears in an organization. Residual resistance is identified using David Gleicher’s change formula – D x V x F > R (Mackin, 2012). Based on the formula, F refers first steps to initiate everyone toward the change, V is compelling vision, D...


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