Order Number |
636738393092 |
Type of Project |
ESSAY |
Writer Level |
PHD VERIFIED |
Format |
APA |
Academic Sources |
10 |
Page Count |
3-12 PAGES |
Although change agents are understandably frustrated by passive or active resistance to change, they need to realize that resistance is a common and natural human response. As economist John Kenneth Galbraith once quipped: “Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof. “13 Even when people support change, they typically assume that it is others—not themselves—who need to change. The problem, however, isn’t so much that resistance to change exists. The main problem is that change agents typically view resistance as an unreasonable, dysfunctional, and irrational response to a desirable initiative. They often form an “us versus them” perspective without considering that the causes of resistance may, in fact, be traced back to their own actions or inaction.14
The emerging view among change management experts is that resistance to change is a useful indicator rather than an impediment to change. Resistance aids change agents in
connections 15.1
Not Hoppy About Change
Hoppy, a carbonated, low-alcohol, malt-and-hops beverage, was popular around Tokyo after World War II as a cheap alternative to expensive beer, but it fell out of favor as beer became affordable. Mina Ishiwatari, granddaughter of Hoppy Beverage Co.’s founder, was determined to improve Hoppy’s image when she joined the company a decade ago. Unfortunately, the company’s 30 employees—mostly men in their fifties who were family relatives—didn’t want to disturb their cozy jobs.
“It was a turbulent decade of eliminating evils from the company and rebuilding a new organization from scratch,” recalls Ishiwatari, who began as a rank-and-file employee and is now the company’s executive vice president. “I tried to take a new marketing approach to change the image of Hoppy … but no one would listen to me.”
With limited support and budget, Ishiwatari developed a website that informed the public about the product, sold it online, and documented Ishiwatari’s views in an early weblog. As the contemporary marketing caught the attention of health-conscious young people, Ishiwatari pushed for further changes. Most managers who opposed Ishiwatari’s radical ideas eventually left the company.
But Ishiwatari experienced resistance even among those who remained. One day, the factory manager presented her with resignations from all of the factory workers. Ishiwatari resolved the dispute, acknowledging that she was pushing
Mina Ishiwatari (center) faced, and overcame, resistance to change in the company that her grandfather founded.
change through too quickly and without enough consideration for employee feelings.
In the seven years since Ishiwatari began introducing these changes, Hoppy’s annual sales have increased fourfold to about US$42 million, even though it is sold mainly around Tokyo. The company’s workforce has expanded to more than 50 people.15
aconnect
Are you tolerant of change? Go to www.mcgrawhillconnect.com or
the end of this chapter to assess your natural tendency to tolerate change, as well as to assist your learning about the sources of resistance to change.
three ways. First, it is a signal—a warning system—that the change agent has not sufficiently addressed the underlying conditions that support effective organizational change.16 In some situations, employees may be worried about the consequences of change, such as how the new conditions will take away their power and status. In other situations, employees show resistance because of concerns about the process of change itself, such as the effort required to break old habits and learn new skills.
Second, resistance is a form of constructive conflict that can potentially improve decision making, including identifying better ways to improve the organization’s success. However, constructive conflict is typically accompanied by dysfunctional relationship conflict. This appears to be the case when change agents see resistance to change as an impediment rather than a resource. They describe the people who oppose them as the problem, whereas their focus should be on understanding the reasons why these people resist. Thus, by viewing resistance as a form of constructive conflict, change agents may be able to improve the change strategy or change process.
Third, resistance should be viewed in the context of justice and motivation. Resistance is a form of voice, so it potentially improves procedural justice (see Chapter 5). By redirecting initial forms of resistance into constructive conversations, change agents can increase employee perceptions and feelings of fairness. Furthermore, resistance is motivational; it potentially engages people to think about the change strategy and process. Change agents can harness that motivational force to ultimately strengthen commitment to the change initiative.
RUBRIC | |||
Excellent Quality
95-100%
|
Introduction
45-41 points The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed. |
Literature Support
91-84 points The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed. |
Methodology
58-53 points With titles for each slide as well as bulleted sections to group relevant information as required, the content is well-organized. Excellent use of typeface, color, images, effects, and so on to improve readability and presenting content. The minimum length criterion of 10 slides/pages is reached. |
Average Score
50-85% |
40-38 points
More depth/information is required for the context and importance, otherwise the study detail will be unclear. There is no search history information supplied. |
83-76 points
There is a review of important theoretical literature, however there is limited integration of research into problem-related ideas. The review is just partly focused and arranged. There is research that both supports and opposes. A summary of the material given is provided. The conclusion may or may not include a biblical integration. |
52-49 points
The content is somewhat ordered, but there is no discernible organization. The use of typeface, color, graphics, effects, and so on may sometimes distract from the presenting substance. It is possible that the length criteria will not be reached. |
Poor Quality
0-45% |
37-1 points
The context and/or importance are lacking. There is no search history information supplied. |
75-1 points
There has been an examination of relevant theoretical literature, but still no research concerning problem-related concepts has been synthesized. The review is just somewhat focused and organized. The provided overview of content does not include any supporting or opposing research. The conclusion has no scriptural references. |
48-1 points
There is no logical or apparent organizational structure. There is no discernible logical sequence. The use of typeface, color, graphics, effects, and so on often detracts from the presenting substance. It is possible that the length criteria will not be reached. |
![]() |
![]() |
![]() |
![]() |
![]() |
![]() |
Place the Order Here: https://standardwriter.com/orders/ordernow / https://standardwriter.com/