Loading

Module 1: Gestion du changement

Notes d'étude
Study Reminders
Support
Text Version

Formes de résistance

Set your study reminders

We will email you at these times to remind you to study.
  • Monday

    -

    7am

    +

    Tuesday

    -

    7am

    +

    Wednesday

    -

    7am

    +

    Thursday

    -

    7am

    +

    Friday

    -

    7am

    +

    Saturday

    -

    7am

    +

    Sunday

    -

    7am

    +

XSIQ
*

Business Management - Forms of resistance

Forms of resistance

When implementing any form of change, management will need to appreciate
that employees and even some managers and other stakeholders may well
resist the change being implemented. This resistance must be understood so
that a solution to overcoming the resistance, or to limiting its impact on
the organisation, may be found.

The forms that this resistance may take include:

* SQ - employees, management and stakeholders like what they are currently
doing and the processes involved in these tasks; they may feel that there
is no need to change and they would like to remain with the 'status quo'
and, therefore, within their comfort zones; they are not able to see the
'big picture' and the long-term impacts of the pressures for change

* R - employees and management may feel that they do not have the
necessary resources to undertake the change process effectively; they do
not have the time, the financial resources or the personnel to complete all
of the necessary changes within the specified time without their normal
workload suffering as a result

* P/A - employees and management may resist the changed arrangements within
the organisation as the new approach and processes will alter their current
arrangements with respect to the distribution of power and authority within
the organisation; some employees and management may perceive that they
stand to 'lose' if the changes are implemented

* C - a lack of effective communication concerning the proposed changes
may be the cause of resistance within the organisation; employees and
management may simply not fully understand or comprehend the changes being
proposed or implemented and will, as a result, not see the benefits of the
change or even the rationale behind the change

* C - the culture of the organisation may in itself be a limiting factor;
the history of change and the degree of acceptance of change within the
organisation may act against specific forms of change or degrees of change
being implemented

* M - the employees and management may not be motivated to accept and
subsequently implement the change process; they are not able to see any net
benefit or 'value-added' for them personally or for the organisation as a
whole as the change agent(s) may not have incorporated any intrinsic or
extrinsic motivator(s) into the change process

* K/S - the employees and management may resist the change process as they
believe that they do not have the necessary knowledge or skills to
implement the change; a fear of insecurity and failure may set in and lead
to determined resistance of the change process

Previous | Next