Change Essay Research Paper ChangeSomebody once said

Change Essay, Research Paper

Change

.Somebody once said: .The only one who likes change is a wet baby..

(Mariotti, 1996, p. 30) We as human beings are always resistant to change if we are

comfortable with surroundings and ourselves. We do not like to be challenged with

change because of fear of the unknown. .Resistance is a natural reaction to change..

(Maurer, 1996, p. 75) In order to fully change an individual.s style of thinking and

working, we must understand the theory and techniques in order to break down the

barrier of resistance. There are several reasons for resistance to change from employees.

These reasons include fear of the unknown, threatening job security, bad timing, lack of

resources, no personal gain, and fear of incompetence. Individuals that are resistant to

change fear the unknown when they do not know how it will affect their lives, and the

changes it will bring. The perceived threat to job security is a factor that will cause

resistance. People who think that change may cause them to lose their job will oppose it.

Bad timing also plays a major role in the sense that temporary circumstances may suggest

that change should be postponed. At many times corporations may be unsuccessful with

change due to lack of resources. This includes skills, abilities, finances, knowledge, and

staff needed to implement change. Employees may also be resistant because they have

no perception of personal gain with the change. People who think that change will not

benefit them personally and fairly are certain to resist it. One of the most important

resisters to change is fear of incompetence. .Some people may fear they will not be able

to handle new job requirements.. (Grimaud, 1994)

The real cause of reengineering failure is not the resistance to change itself

but the inability of management to deal with it. Achieving change means responding to

key factors . including emotions like fear and anger . which drives human beings

behavior on jobs. Change is painful. When people are pushed to change, they push back.

All changes, no matter how beneficial they may seem, cost someone something.

Resistance to change is natural and inevitable. Two thirds of reengineering efforts fail

due to people.s reluctance to go along and buy management.s own ineptitude and fear.

In order for change to take place management must empower people and listen to their

ideas. They must constantly communicate the company.s goals and how they expect to

achieve them. Management must also lead by example and be consistent. People will

usually believe what they see and not what they hear. It is simpler to grasp and even

champion these notions than it is to actually act on them. .Unless decision-makers are

willing to acknowledge the full range of reaction to change, reengineering is an

interesting theory and nothing more.. Fisher, 1995)

Although overcoming resistance is no easy task, recognizing the most

common barriers to change can move things along. These barriers include: The element

of surprise. People first reaction to change is often resistance. Instead of surprising

employees with change initiative, management should involve them in the planning

process. .This will transform surprises into forgone conclusions.. (Armentrout, 1996)

Fear of obsolescence. People will resist change that will make their skills and

competencies obsolete. Implementing programs to retain workers for new jobs and

helping them develop new skills will help management overcome this obstacle. .The

assurance will make employees more likely to support change.. (Armentrout, 1996)

.If it ain.t broke, don.t fix it. is often the battle cry of those who resist change. The fact

of the matter is that many employees will not support a change until they clearly see the

need for it. To combat this, start selling the benefits of a proposed change before you ask

employees to implement it. .When employees see the need for change themselves, they

will come aboard.. (Armentrout, 1996) A sense of insecurity. When asked to carry out a

change effort, employees may be reluctant to try new ideas and opt for older methods.

.Acknowledging the fears that change can invoke and creating an environment that

fosters and rewards innovation can help break this barrier.. (Armentrout, 1996) Conflicts

in personality. A clash of personalities can derail an intended change effort. Change will

often require employees to make new relationships with other workers. With these new

alliances comes the potential for conflicts. One of two things can be done to avoid these

conflicts. .An informal meeting may be called where employees can air their differences

or staffers can be counseled that professionals rise above personality differences to get

the job done.. (Armentrout, 1996)

Today.s managers must visualize the future and engineer the changes to

get there. There are certain steps that can be taken by ma

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