2)
What are the root causes of resistance to change in organizations, include how the response is informed by theory (theories)?
The root causes of resistance to change in organizations can depend on its circumstances. A fear of the unknown can cause people to resist change if they don't understand or are uncomfortable with its unfamiliar characteristics of the projected change. Another can be the loss of control aspect. Change often requires people to surrender some control over their work, which can trigger a resistance. A perceived loss of job security may make people feel threatened
by change, especially if they believe it will negatively impact their job security or status. Also, an
excess of change (or when too many changes are introduced at the same time) may make people feel overwhelmed and resistant to any additional change. Finally, a lack of trust or a lack of communication can cause a resistance. If employees do not trust leadership or believe they are not communicating they may be more resistant to change initiatives (Kanikani, 2023)
. Resistance can be informed by numerous varied theories. In the Kotter's change management model, the theory offers a piecemeal style to managing change, including creating a sense of urgency, creating a powerful alliance in communicating the change concept. In Lewin's change management model, there are three stages of change: unfreezing, changing, and refreezing. It emphasizes the importance of creating a sense of discomfort with the current situation to trigger change. The Change Curve philosophy proposes that individuals go through a series of phases during change that would include denial, anger, negotiating, depression, and then acceptance. In this theory, leaders understand and manage the emotional responses to change. Finally, there is the Contingency Model of Leadership. Here this process argues that the effectiveness of a leader depends on the situation. In the framework of change, leaders may need to adapt their style of leadership based on the specific needs and preferences of their employees. Creating a compelling vision, encourage open communication by providing sound training and support, and celebrate small wins can add positive effects to help aid in the change process and increase the likelihood of its success (Kanikani, 2023).
References
Hayes, J. (2022). The Theory and Practice of Change Management
. Red Globe Press.
Kanikani, I. (2023, October 15). Catching Change resistance: Working with the root causes rather than the end result
. Www.linkedin.com. https://www.linkedin.com/pulse/catching-change-
resistance-working-root-causes-rather-isolde-kanikani-tnbae/
