This article reviews both key tenets of widely used practitioner-oriented change models and findings from scholarly research on organizational change processes to develop an integrative summary of the available evidence of what is known, contested, untested, and underused in change management. Change Management. The phrase change management is very common in management articles as well as newspapers. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Abstract. Our bodies' complex inertia, or resistance to change, is important for maintaining a state of equilibrium known as homeostasis. resistance to change could occur, but that resistance could be anywhere in the system. This article from Management is a Journey has been cited in the following scholarly research article: Mediterranean Journal of Social Sciences: The Reality of Resistance to Change Behaviour at the Department of Correctional Services of South Africa | University of Johannesburg ( Mbongeni Mdletye, Jos Coetzee, and Wilfred Ukpere )
***In Kotter and Schlesinger’s 1979 HBR article (and in the 2008 HBR reprint) the six methods for dealing with resistance to change included the six approaches (e.g., education + communication, negotiation + agreement, etc.) Fine’s research shows that “human beings tend to resist change, In change process two factors play important role, the employee's resistance (Stanley, Meyer, & Topolnytsky, 2005) and the openness to change (Wanberg & Banas, 2000). as well as three more columns (commonly used … The organizational changes that require personal and professional habits change will be faced with resistance, as any change in personal habits requires effort and, therefore, out of personal confort zone; “Habits are hard-wired into the basal ganglia part of the brain.
One of Fine’s most relevant points is that resistance to change is inevitable, and management must be prepared to respond to it (Fine, 1986). As Kotter (1995) found, it is possible for the resistance to be sited within the individ- ual, but it is much more likely to be found elsewhere in the system. Over the past decades, the focus of the scientists has shifted towards the area of organizational change. This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. 4, 5 Moreover, managerial interest in the topic has been stimulated by the comments of Peter Drucker 6 as to whether one can manage change at all or merely lead or facilitate its occurrence within an organization. An additional source of resistance to change is a lack of understanding by those affected by the change as to why change is necessary and what it will accomplish. This mental model, held by employees at all levels, interferes with successful change implementation. The causes of employee resistance to change: The habbits of employees.