Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Resistance to Organizational Change in Academia

2019 ◽  
pp. 361-381
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Investigating the Role of Data-Driven Decision-Making Within School Improvement Processes

2021 ◽  
pp. 1707-1725
Author(s):  
Venesser Fernandes
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
School Improvement ◽  
Critical Role ◽  
Data Driven ◽  
Evidence Based ◽  
Data Driven Decision Making ◽  
Continuous School Improvement ◽  
Decision Making Processes

This chapter provides a detailed literature review exploring the importance of data-driven decision-making processes in current Australian school improvement processes within a context of evidence-based organizational change and development. An investigation into the concept of decision-making and its effect on organizational culture is conducted as change and development are considered to be the new constants in the current discourse around continuous school improvement in schools. In a close examination of literature, this chapter investigates how key factors such as collaboration, communication, and organizational trust are achieved through data-driven decision-making within continuous school improvement processes. The critical role of leadership in sustaining data cultures is also examined for its direct impact on continuous school improvement processes based on evidence-based organizational change and development practices. Future implications of data-driven decision-making to sustain continuous school improvement and accountability processes in Australian schools are discussed.

scholarly journals The Critical Role of Instructional Response for Identifying Dyslexia and Other Learning Disabilities

2020 ◽  
Vol 53 (5) ◽  
pp. 343-353 ◽  
Author(s):  
Jeremy Miciak ◽  
Jack M. Fletcher
Keyword(s):  
Best Practices ◽  
Empirical Evidence ◽  
Critical Role ◽  
Fidelity Of Implementation ◽  
Assessment Process ◽  
Evidence Based ◽  
Inadequate Response ◽  
Identification Process ◽  
Based Instruction

This article addresses the nature of dyslexia and best practices for identification and treatment within the context of multitier systems of support (MTSS). We initially review proposed definitions of dyslexia to identify key commonalities and differences in proposed attributes. We then review empirical evidence for proposed definitional attributes, focusing on key sources of controversy, including the role of IQ, instructional response, as well as issues of etiology and immutability. We argue that current empirical evidence supports a dyslexia classification marked by specific deficits in reading and spelling words combined with inadequate response to evidence-based instruction. We then propose a “hybrid” dyslexia identification process built to gather data relevant to these markers of dyslexia. We argue that this assessment process is best implemented within school-wide MTSS because it leverages data routinely collected in well-implemented MTSS, including documentation of student progress and fidelity of implementation. In contrast with other proposed methods for learning disability (LD) identification, the proposed “hybrid” method demonstrates strong evidence for valid decision-making and directly informs intervention.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 3 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

Facing Organizational Change

2021 ◽  
pp. 742-760
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Common Sense ◽  
Change Agent ◽  
Change Agents ◽  
Point Of View ◽  
Evidence Based ◽  
Change Agency ◽  
Academic World ◽  
Skill Mismatch ◽  
The Common

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

The Changing Nature of Change Resistance

2016 ◽  
Vol 52 (4) ◽  
pp. 482-506 ◽  
Author(s):  
Stephen L. Jones ◽  
Andrew H. Van de Ven
Keyword(s):  
Resistance To Change ◽  
Change Agents ◽  
Change Resistance ◽  
Organizational Changes ◽  
Supportive Leadership ◽  
Health Care Clinics ◽  
Employee Resistance ◽  
Extended Duration ◽  
Negative Relationships ◽  
Over Time

This research examines whether relationships between change resistance and its consequences and antecedents strengthen or weaken over time during an extended duration of organizational change. In 40 health care clinics undergoing a 3-year period of significant organizational changes, we found that resistance to change had increasingly negative relationships over time with two important consequences: employees’ commitment to the organization and perceptions of organizational effectiveness. That these relationships became stronger (rather than weaker) over time suggests festering effects of resistance to change. We also found that over time supportive leadership was increasingly impactful in reducing change resistance. A major implication of this research for practice is that it is important for change agents to address employee resistance because, left unchecked, it can fester and increasingly inflict harm. Also, engaging in supportive leader behaviors can be particularly useful in ameliorating resistance to change at later stages of a change initiative.

scholarly journals Educational Management vis-à-vis Educational Leadership

2020 ◽  
pp. 201-234
Author(s):  
Sana Al Haddad ◽  
Keyword(s):  
Organizational Change ◽  
Educational Leadership ◽  
Educational Change ◽  
Resistance To Change ◽  
Theoretical Framework ◽  
Educational Management ◽  
Leadership And Management ◽  
Managing Change ◽  
School Senior

This chapter offers the general concepts, definitions, characteristics, brief history and theoretical framework of educational management in comparison to educational leadership. It deliberates the diverse modern educational leadership and management models, and how they might be applied within different educational situations. It is also an introduction to the concept of educational change, organizational change and the role of educational leadership in change. In addition, it will highlight the most important strategies in managing change, the challenges it faces and ways to overcome resistance to change. This chapter will be for researchers and leaders in the field of education, whether they are school principals, experts or school senior teachers and all those interested in leadership matters from practitioners of both students and administrators.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 7 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

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