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Essay / Research Paper Abstract
This 3 page paper provides an overview of existing research about resistance to change and the impacts. This paper considers the individual and organizational factors that result in resistance to change. Bibliography lists 4 sources.
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3 pages (~225 words per page)
File: MH11_MHresistan.rtf
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Unformatted sample text from the term paper:
loss of power; feelings that change does not correspond with goals; lack of investment in change; and the loss of comfortable roles. All of these factors can hinder the
integration of a change initiative in the organizational setting. Resistance to change often comes from the belief that change results in a loss of personal or organizational power.
The best approach to overcome this kind of resistance, then, is to make attempts to win support for a change before it is implemented (Ford, Ford and McNamara, 2002).
The more individuals are able to "get on board" about a change, the less likely it is that resistance will occur once the change initiative has been implemented. In
addition, Ford, Ford and McNamara (2002) maintained that resistance to change occurs following long-standing background conversations abut the context in which the change will occur and the impacts of the
change, that are rarely considered within the scope of organizational discussions about the change. The best methods for addressing these are to initiate discourse that promotes organizational support for
change measures. Resistance to change often corresponds with individual perceptions that change initiatives do not correspond with individual or organizational goals. For example, Trader-Leigh (2002) assessed the views of
stakeholders in a government department and assessed their views of change, especially in terms of how they perceived the impacts of change. When individuals cannot perceive of great benefits
of the change obtainable within the scope of their own interactions in the organization, they are likely to resist the change initiative. When reorganization or reinvention occurs in
the organizational setting, resistance occurs because of the sense that this type of change may be unneeded or unwarranted (Trader-Leigh, 2002). Organizations sometimes fail to look at the impact
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