Shifting the paradigm: reevaluating resistance to organizational change

2016 ◽  
Vol 29 (6) ◽  
pp. 963-972 ◽  
Author(s):  
Brandon Mathews ◽  
Christopher M. Linski
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Contemporary Literature ◽  
Change Strategies ◽  
New Paradigm ◽  
Content Type ◽  
Development Approach ◽  
New Perspective ◽  
Successful Change ◽  
Good Lives

Purpose The purpose of this paper is to challenge the existing paradigm of resistance to organizational change by offering a novel, interdisciplinary perspective. More specifically, this paper seeks to detach from traditional formulations of resistance to change and introduce a new paradigm, reevaluating resistance through the Good Lives Model (GLM) and the concept of Primary Human Goods (PHG). Design/methodology/approach This conceptual paper uses contemporary literature on resistance to organizational change to make the case that the existing paradigm is one of negativity and deficiency. The authors define resistance, as currently formulated, subsequently offering a new perspective through the GLM. The etiological underpinnings of the model are provided and the concept of PHG is defined to illustrate relevance in reevaluating resistance to change. Findings The paper illustrates that resistance behaviors are not individual problems of employees, which must be overcome for successful change. Rather, resistance behaviors are the manifestation of disruptions to the achievement of PHG. Moreover, the paper demonstrates the pursuit of PHG is an innately positive, human activity that change strategies should take into account. The Dialogic Organization Development approach is also integrated as a means to uncover priority goods and disruptions that may impact them. Originality/value The paper provides a novel reevaluation of resistance to change through the interdisciplinary application of the GLM and PHG. Further, the paper uses the model to integrate several fundamental theories of human motivation into one cohesive, consistent framework.

Sensemaking and sensegiving

2018 ◽  
Vol 14 (3) ◽  
pp. 291-313 ◽  
Author(s):  
Matthias Georg Will ◽  
Ingo Pies
Keyword(s):  
Organizational Change ◽  
Business Ethics ◽  
Change Management ◽  
Resistance To Change ◽  
Emotional Responses ◽  
Moral Foundations ◽  
Moral Foundations Theory ◽  
Trade Off ◽  
Relevant Alternatives ◽  
Content Type

Purpose Change management projects typically fail because they meet employee resistance created by emotional sensemaking processes. This paper aims to present an in-depth explanation for these failures and how change managers could avoid them. Design/methodology/approach This study presents an argument in the following three steps: it begins with an empirically well-established fact that attempts at change management often trigger negative emotional responses; the moral foundations theory is then used to identify the typical categories of emotional responses that may result in resistance to organizational change; and the ordonomic approach to business ethics is built upon to substantiate the diagnosis that, in many cases, emotional responses cause employees to behave in a way that is collectively self-damaging. Findings The core idea of the current study’s contribution is that emotionally driven processes of sensemaking can easily become dysfunctional, especially in situations that require extensive change. Consequently, it should be top priority for managers to engage in sensegiving, which comprises: narratives that explain what is going on against the background of relevant alternatives and appropriate discourses that guide how employees form their expectations. In a nutshell, sensegiving attempts to reframe sensemaking processes. Practical implications Even if a win–win potential already exists, it can still be misperceived. If employees are used to thinking within a trade-off framework, this might trigger trade-off intuitions and negative emotions, in effect leading to a situation that makes everyone worse off. Such mental models might become a self-fulfilling prophecy. To counter such a tendency, sensegiving aims at a professional management of sensemaking processes. The task of successful change management, properly understood, is to create and communicate win–win potentials, ensuring that all parties involved understand that they are not asked to sacrifice their self-interest, instead they are invited to participate in a process of mutual betterment. Originality/value The literature on sensemaking draws attention to the empirical fact that resistance to change is typically driven by emotions. The moral foundations theory helps in exactly identifying which emotional dimensions are relevant in times of organizational change. The ordonomic approach to business ethics points out that – owing to their emotional nature – processes of sensemaking might fail, that they may mislead employees into behavioral patterns that are collectively self-damaging. Therefore, a top priority for management is to engage in sensegiving, that is, in (re-)framing sensemaking processes.

Evidence and leading indicators of change success

2015 ◽  
Vol 31 (10) ◽  
pp. 1-5 ◽  
Author(s):  
Paul Arnold
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Business Leaders ◽  
Change Strategies ◽  
Change Initiatives ◽  
Content Type ◽  
Corporate Change ◽  
Technological Discontinuities ◽  
The Impact

Purpose – This paper discusses the important issues relating to the management of corporate change and includes an appropriate case study. It will benefit all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies. Paul Arnold’s experience will improve their understanding of change management by providing the tools that will enable them to effectively understand and assess the progress of change initiatives in their organization. Findings – Every organization is subject to change, and virtually, everyone within the organization will be affected by change. Such is the impact of a rapidly evolving marketplace that organizational change management has become a permanent feature of the business landscape. To be effective, organizational change must be able to genuinely transform the business. Yet in the relentless search for new techniques to revolutionize the way things are done, and in the haste to manage technological discontinuities, many organizations fail to adequately develop, communicate and execute their vision for the change. Originality/value – The recently developed Change Index discussed in this paper provides a concrete and clear measurement system that enables management to effectively understand and assess progress of change initiatives in their organization. The paper benefits all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies.

Leading change for success: embracing resistance

2019 ◽  
Vol 31 (4) ◽  
pp. 512-523 ◽  
Author(s):  
Abbas Nadim ◽  
Parbudyal Singh
Keyword(s):  
Organizational Change ◽  
Systems Theory ◽  
Open Systems ◽  
Resistance To Change ◽  
Social Systems ◽  
Organizational Survival ◽  
Content Type ◽  
Open Systems Theory ◽  
Systems Model ◽  
Scant Attention

Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptual paper. The authors critically examine theoretical explanations of resistance to change in organizations and offer an alternative perspective. Findings Systems theorists have addressed change, and its necessity in organizational survival, using an open systems model. The open systems theory posits that organizations are social systems that have purposes of their own and is made of parts (employees) that are purposeful and operate within a purposeful larger system – the environment (stakeholders). Change that ignores a key part – employees – will be resisted. Originality/value Using the systems theory, the authors propose several suggestions for organizational leaders and managers to implement sustainable change. These include, among others, recommendations on circular organizational designs, the need for more democratic organizations, purposeful leadership styles and how to include employees in proactive organizational change processes.

Measuring tourism success: are we on the brink of a new paradigm?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jorge Costa ◽  
Celeste Varum ◽  
Mónica Montenegro ◽  
João Gomes
Keyword(s):  
Sustainable Tourism ◽  
Tourism Industry ◽  
Quality Data ◽  
New Paradigm ◽  
Financial Return ◽  
Public And Private ◽  
Content Type ◽  
Global Trends ◽  
Introductory Article ◽  
New Perspective

PurposeThe article aims to introduce the strategic question and demonstrate its relevance and reality. It also profiles the articles selected for the annual global trends issue and explains how they illustrate the various angles impacting the adoption of a new paradigm to measure tourism success.Design/methodology/approachThe paper draws on a review of articles selected to identify commonalities and differences in respect to the evolution of the concepts and methodologies explored in this global trends issue: sustainability, the contribution of tourism to host communities and measures of tourism success. A brief explanation of the positions and proposals presented by authors as well as their key contributions is also presented.FindingsThe tourism industry has traditionally been based on economics and financial return, with the metrics for measuring tourism performance remaining fairly static over the years. These placed a strong emphasis on the number of tourists and their levels of expenditure at the destinations. However, it is interesting to note a clear evolution towards a new perspective for a holistic and balanced approach between the economic, social/cultural and environmental dimensions of sustainable tourism development.Originality/valueThis introductory article sets the scene for an emerging paradigm to measure tourism success, and it highlights the various contributions to the development of sustainable tourism and the challenges faced by the tourism sector, the role of Destination Management Organizations and the need for quality data to support decision-making by public and private organizations.

Changing the nature of organizational change

2019 ◽  
Vol 18 (4) ◽  
pp. 155-160
Author(s):  
Deborah Kirby
Keyword(s):  
Organizational Change ◽  
Organization Theory ◽  
Transformational Change ◽  
Organizational Leaders ◽  
Human Resource Managers ◽  
Sustainable Change ◽  
Content Type ◽  
Resource Managers ◽  
New Perspective ◽  
Sincere Effort

Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.

Resistance to change in BPM implementation

2019 ◽  
Vol 25 (7) ◽  
pp. 1564-1586 ◽  
Author(s):  
Veridiana Rotondaro Pereira ◽  
Antonio Cesar Amaru Maximiano ◽  
Diógenes de Souza Bido
Keyword(s):  
Organizational Change ◽  
Structural Equation ◽  
Resistance To Change ◽  
Real Life ◽  
Educational Background ◽  
End Users ◽  
Equation Modeling ◽  
Content Type ◽  
Trust In Management ◽  
Hierarchical Position

Purpose The purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and some antecedents of resistance as hierarchical position, sector and trust in management. Design/methodology/approach The study examines employees’ attitudes toward BPM change in the Brazilian market. To measure resistance to organizational change, the research adopted the change attitude scale developed by Oreg (2006). As potential antecedents for resistance, hierarchical position, sector and trust in management were considered. Five control variables were included: gender, company size, educational background, educational level and age range. The application of the survey considered three main parties: BPM implementers, BPM end-users and developers of BPM systems. The survey data, drawn from 113 useable questionnaires, were analyzed by structural equation modeling with partial least squares estimation. Findings The results of this research showed some interesting insights. First, hierarchical position has no significant effect on the reduction of resistance to process improvement changes. Contrary to what was expected, results showed that being in the manufacturing sector has no significant effect on the reduction of resistance. Finally, only trust in management has a significant effect on employees’ attitudes toward BPM implementation, and as phases go by this effect increases. Practical implications The paper could support BPM decision makers by providing a better understanding of employees’ attitudes toward BPM change. In this sense, the study could also provide real-life application, by facilitating the task of allocating priorities and supporting process-related decisions. Originality/value The research could incentivize a closer relationship between BPM implementers and BPM end-users, promoting opportunities, respect and mutual trust.

scholarly journals Deconstructing resistance to organizational change: a social representation theory approach

2014 ◽  
Vol 22 (3) ◽  
pp. 342-355 ◽  
Author(s):  
Jim Andersén ◽  
Annelie Andersén
Keyword(s):  
Organizational Change ◽  
Representation Theory ◽  
Resistance To Change ◽  
Social Representations ◽  
Relevant Literature ◽  
Social Contexts ◽  
Social Representation ◽  
Theory Approach ◽  
Content Type ◽  
Social Representation Theory

Purpose – The purpose of this paper is to illustrate how social representation theory (SRT) can be used to understand the concept of resistance to change. SRT is a growing theory in social psychology research. SRT is about how individuals co-construct representations of various objects in different social settings. These social representations govern the attitudes and actions of individuals and groups. In spite of the growing interest in SRT in various fields, no studies have used SRT to understand resistance to organizational change. Design/methodology/approach – This study reviews the relevant literature on resistance to change and SRT to develop a conceptual framework for understanding resistance from the standpoint of SRT. Findings – The authors develop a model that illustrates how three interrelated objects, i.e. the organizational process and the pre-and post-change situation, are co-constructed in social contexts. Also, the authors discuss how representations of these objects can co-exist (cognitive polyphasia). Our study illustrates the complexity of resistance to change by deconstructing the concept. Originality/value – Application of SRT to analyze resistance to organizational change is a novel approach that provides several new insights. For example, where most publications regard advocates of change as sense-givers in the change recipient’s sense-making process, the authors argue for a more constructionist approach. Thus, all actors involved in the change process will affect each other and together co-construct the social representations. These social representations govern attitudes to change.

Managing change at Urban Affordable Housing

2017 ◽  
Vol 13 (4) ◽  
pp. 457-478
Author(s):  
Matthew J. Mazzei ◽  
Charles M. Carson
Keyword(s):  
Organizational Change ◽  
Organizational Behavior ◽  
Affordable Housing ◽  
Low Income ◽  
Asset Management ◽  
Resistance To Change ◽  
School Curriculum ◽  
Lead Author ◽  
Structured Interviews ◽  
Content Type

Synopsis Urban Affordable Housing (UAH) Inc. was a real estate asset management syndication firm that sponsored affordable housing to low-income families and seniors across the USA. The case examines the firm’s management of an internal information technology (IT) change initiative. The case follows the firm’s recently hired IT manager, Anthony Bryant, as he works to change a culture while acquiring resources and acceptance for the project he was hired to oversee. Bryant deals with numerous changing priorities, inadequate sponsorship, resistance from various levels, and a dearth of resources as he struggles to get the organization to complete an overdue database conversion. Research methodology This case is based upon the firsthand experiences of the lead author over a seven-year period while working at UAH. Measures have been taken to disguise the firm’s identity, including using a pseudonym, fictitious names for firm employees, a fictitious location, and the alteration of key dates. Key elements of the case have been constructed around semi-structured interviews and the review of archival documentation. Most quotes are verbatim in an attempt to preserve their authenticity, and were drawn from the semi-structured interviews and from historical accounts of actual occurrences and conversations. Relevant courses and levels The UAH case is multi-faceted, as it can be used in a number of environments amid a business school curriculum. A primary use is likely in a course revolving around organizational change and development. It might also be featured as part of the organizational change component in a course on organizational behavior, used to illustrate and analyze organizational culture and change leadership. Furthermore, the case could be used for change-related topics in management information systems or project management courses. The authors suggest the case be assigned at the graduate level, though it could also be suitable for an advanced undergraduate class. Theoretical bases Critical knowledge for successfully analyzing this case includes the following concepts: the change process (Lewin, 1951); leading change (Kotter, 1996); resistance to change (Kegan and Lahey, 2001); and communicating change (Armenakis and Harris, 2002).

The dance of change in libraries: a case study of FUM libraries merger in Iran

2016 ◽  
Vol 37 (8/9) ◽  
pp. 520-534 ◽  
Author(s):  
Somaye Sadat Akhshik ◽  
Mehri Parirokh
Keyword(s):  
Resistance To Change ◽  
Group Discussion ◽  
Two Dimensions ◽  
Point Of View ◽  
Planned Change ◽  
Survey Study ◽  
Senior Managers ◽  
Content Type ◽  
Successful Change

Purpose The purpose of this paper is to determine the effect of individual and organizational dimensions on creating the resistance to change according to the role of unlearning and knowledge stickiness in merging of libraries as planned change. Design/methodology/approach Borrowing from the Lewin’s field theory, knowledge stickiness theory and unlearning the framework of planned change process designed. The paper opted for a survey study using the questionnaire, five depth interviews and focus group discussion with librarians, middle and senior managers. Findings The paper provides empirical insights about pattern of planned change in the Ferdowsi University of Mashhad library. The role of knowledge stickiness and unlearning factors associated with process of planned change. It suggests that successful change act as overcoming forces of unlearning to knowledge stickiness on two dimensions: individual and organizational. Research limitations/implications Because of the chosen research case, the research results may lack statistical generalizability. Therefore, researchers are encouraged to test the proposed propositions further. Originality/value The importance of managing obsolescence knowledge in individual and organizational dimensions in process of planned change is highlighted as managerial point of view.

Commitment to change

2019 ◽  
Vol 49 (5) ◽  
pp. 1069-1090
Author(s):  
Cailing Feng ◽  
Mulyadi Robin ◽  
Lisan Fan ◽  
Xiaoyu Huang
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Longitudinal Design ◽  
Future Research ◽  
Commitment To Change ◽  
Content Type ◽  
Chinese Context ◽  
Cultural Research ◽  
Important Extension ◽  
The Impact

Purpose Commitment to change is vital for the success of any organizational change initiative. However, despite a sustained increase in research interest on employees’ commitment to change, there is still no consistency about the unidimensional or multi-dimensional construct of commitment to change, and previous research tends to ignore the impact vocational drivers may have on it. The paper aims to discuss these issues. Design/methodology/approach Drawing on prospect theory, the authors extended Herscovitch and Meyer’s (2002) commitment to change construct by developing and testing an additional dimension of commitment to change centered on employees’ vocational commitment across two studies, adopting a longitudinal design within a Chinese context. As organizational change often has implications that impacts individual decision making, vocational development and work adjustments and attitudes within the workplace, the authors presented the case for vocational commitment to change as an important extension to the commitment to change literature. The authors first provided evidence for the internal consistency, factor structure and the validity of the commitment to change in the Chinese context. Subsequently, the authors examined the changes of employees’ commitment to change across time, and demonstrated its predictive validity by exploring the relationship between commitment to change and change-related behaviors. Findings The current research represents improvements in commitment to change measurement, provides construct clarification in the Asia context, and sheds light on theoretical and empirical evidence for how to support change in the Chinese context. Limitations, implications and directions for future research are further discussed. Originality/value The current study responds to a call for research to further investigate the mechanisms of commitment to change within non-Western contexts, specifically within the Chinese context. Through a rigorous scale development process, the authors clarified Herscovitch and Meyer’s (2002) commitment to change model and present an augmented model with a fourth dimension –vocational commitment to change. Furthermore, through a longitudinal study, the current study also demonstrates that the cultivation of commitment to change has great importance to improving employees’ change-supportive behavior and reducing their resistance to change. This is consistent with cross-cultural research, which shows that Chinese individuals are more likely to possess inconsistent attitudes toward an object, including themselves, compared to Western individuals (Spencer-Rodgers et al., 2004). The study also explained the change of commitment to change over time, showing the significant relationships among the commitment to change and change-related behaviors.

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