This paper discusses the problem of change within an organization and the efforts needed to maintain stability and security.
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Paper Summary:
This paper explains that change must be implemented slowly, steadily, and with much forethought; simply piloting new changes and determining that it is likely to be beneficial is insufficient. The author points out that, if the change has been implemented and is to be successful, the new situation needs to be frozen-in, so that it can be sustained over time; unless this step is taken, there is a high chance that the change will be short-lived, and employees will attempt to revert to the previous equilibrium state. The paper stresses that, to understand the impact of the change, senior management must listen to the ground by initiating discussion with trade unions and obtain their feedback and input on any proposed changes before implementation.
Table of Contents
Introduction
Why People Resist Change
Defense Mechanisms
Symptoms of Resistance to Change
Strategies to Reduce Resistance
Changing-Developing New Attitudes and Responses
Conclusion
From the Paper:
"Resistance to change is not always dysfunctional. It can provide a vehicle for employees to release pent-up frustrations. Rather than let those frustrations fester, overt resistance allows employees to bring their feelings to the surface. Management can then address employee concerns, help them understand the change better, and lessen its threat. Employee resistance may also bring to light problems in a change proposal that management had overlooked. In an odd way, employee resistance is a form of checks-and-balances on management and acts to preserve the organization's culture."
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