Due to an increased rate of change in the environment, companies have to be able to adapt to new circumstances constantly in order to remain competitive. This comes along with organizational changes effecting the organization and its employees to different degrees. However, most people try to sustain the status quo and therefore resist change proposals, which often leads to dysfunctional conflicts within the change process. Top managers who want to introduce changes to their companies should therefore ask themselves how they can use upcoming resistance efficiently as a driver for change. The following paper will investigate this problem from an academic point of view in order to derive to a founded theory of how to use resistance for change instead of against it.
This paper consists of three parts and uses academic articles on topics of change and resistance, to determine main aspects of the theory and their importance for the field. These articles and their main assumptions will be discussed in a structured and critical literature review: An insight into literature about organizational change will be given, as well as its challenges and implications for resistance. As a next step, literature about resistance in organizations will be reviewed with a focus on aspects that work as drivers for resistance, different forms of resistance and how these are expressed. This part closes with a review on the two opposite perspectives of resistance: resistance as an obstacle to change and resistance as a helpful tool for change.
In the second part of the paper the precedent literature review will be used for an analysis answering the main question, deriving to a theory – based on the model of Kotter&Schlesinger - of how to use resistance in a company as a driver for change. The report will be concluded with recommendations for further research.
Table of Contents
1. INTRODUCTION
2. LITERATURE REVIEW
2.1 CHANGE
2.2 RESISTANCE
3. ANALYSIS
3.1 HOW CAN MANAGERS USE RESISTANCE TO IMPLEMENT CHANGE?
3.1.1 Methods of dealing with resistance to change
3.2 DISCUSSION
4. CONCLUSION
Objectives and Key Themes
This paper aims to investigate the role of resistance to change within organizations, specifically exploring how top managers can shift their perspective to utilize resistance as a productive driver for change rather than viewing it solely as an obstacle. By analyzing academic literature and applying the model of Kotter & Schlesinger, the research seeks to develop a theoretical framework that enables leaders to manage resistance effectively through appropriate, situational strategies.
- Theoretical analysis of organizational change and its inherent challenges.
- Examination of the psychological and social drivers of employee resistance.
- Critique of the traditional "negative" view of resistance in management literature.
- Evaluation of Kotter & Schlesinger’s management strategies for change implementation.
- Development of a strategy-based approach for leveraging resistance as a resource.
Extract from the Book
Resistance as a driver for change
Knowles&Linn (2004, in Ford, 2008) state, that resistance might have an important value for the existence, engagement and strength of change as it serves as a resource for change implementation. Through resistance, the proposed organizational change will be introduced and spread throughout the whole organization, overcoming the liability of newness (Barrett et al,. 1995, in Ford, 2008). Even when employees talk about change negatively, they spread the topic. They give others the possibility to critically think about it, which leads to clarification, understanding and eventually acceptance and legitimization. In this context, resistance overcomes its label of being an obstacle and becomes a driver for change.
Resistance is a form of active engagement with change, which can lead to a higher level of commitment than pure acceptance. Resistance then comes forth from critical thoughts and conflicts (Piderit, 2000, in Ford, 2008) and leads to committed and motivated partners who changed their attitudes positively towards change (Kotter, 1995).
Summary of Chapters
INTRODUCTION: The introduction establishes the necessity for companies to adapt to environmental changes and presents the core research goal of transforming organizational resistance into a functional driver for improvement.
LITERATURE REVIEW: This chapter provides an academic overview of organizational change, defines the faces of resistance, and contrasts the traditional negative perception of resistance with its potential as a catalyst for engagement.
ANALYSIS: The analysis applies the Kotter & Schlesinger model to evaluate various management strategies for addressing resistance, highlighting how specific contexts dictate the success or failure of different approaches.
DISCUSSION: This section critiques the effectiveness of management strategies, noting that while collaborative methods are ideal for creating commitment, they require time that may not be available during rapid organizational transitions.
CONCLUSION: The conclusion synthesizes the findings, asserting that managers can harness resistance by aligning new organizational values with existing ones and maintaining trust, provided the strategy remains context-sensitive.
Keywords
Organizational change, Resistance, Change management, Kotter & Schlesinger, Change agents, Organizational culture, Resistance drivers, Strategic continuum, Employee engagement, Trust, Radical change, Implementation, Workplace conflict, Management strategies, Transformation.
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on the paradoxical role of resistance in organizational change, arguing that it can be a constructive driver for success rather than just an impediment to be overcome.
What are the central themes explored?
The central themes include the nature of organizational change, the various psychological and social drivers of employee resistance, and the strategic methods managers employ to manage these dynamics.
What is the research goal?
The main goal is to derive a theory and practical approach for managers to utilize resistance as a tool to improve change initiatives, rather than merely treating it as a negative conflict.
Which scientific methods are applied?
The research is based on a structured and critical literature review of academic articles, combined with an application of the Kotter & Schlesinger strategic model to assess management interventions.
What does the main body cover?
The main body covers a thorough review of literature regarding change and resistance, followed by an analytical section that categorizes management strategies based on resistance intensity and organizational context.
Which keywords best characterize this work?
Key terms include organizational change, change agents, resistance drivers, management strategies, trust, and transformation.
How does the author define resistance?
The author uses the definition by Jermier, Knights, and Nord, describing resistance as a reactive process where agents embedded in power relations actively oppose initiatives by other agents.
What is the relationship between change agents and resistance?
The paper suggests that change agents often contribute to resistance through their own perceptions and actions, sometimes creating a self-fulfilling prophecy where their expectations of resistance actually trigger it.
How does the "strategic continuum" work?
The strategic continuum suggests that the choice of management approach—ranging from communication to explicit coercion—depends on situational variables like time availability, the amount of resistance, and the level of trust between management and staff.
- Arbeit zitieren
- Anita Theis (Autor:in), 2012, How might resistance constitute a driver for change rather than an obstacle?, München, GRIN Verlag, https://www.hausarbeiten.de/document/205963
