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Research Paper # 106063 :: Change Management
Examines the problem of overcoming resistance to change in the change management process.
Written in 2008; 4,190 words; 8 sources; MLA; $ 111.95
Paper Summary:
This paper explains that, despite millions of hours invested in business process redefinition, making change permanent is an elusive objective. This is especially true in the re-aligning of processes to be more driven by the demands of the customers which is called customer relationship management (CRM), Nonetheless, the majority of CRM systems fail not at the technical level but at the ability to bring lasting change into an organization. Thus, despite all the potential benefits of these systems however there is often significant resistance to change. This paper uses resistance to change to CRM systems as a framework in which to evaluate the causes of persistent and strong resistance to change, explore alternative solutions, and present highly integrative solutions to making change permanent. Broader, more far-reaching conclusions on overcoming resistance to change are also analyzed by this paper.

Table of Contents:
Executive Summary
The Many Forces That Fuel Resistance to Change
Models and Strategies for Overcoming Resistance to Change
Proposed Solution to Overcoming Resistance to Change
From the Paper:
"Another significant factor that causes resistance to change is not including employees in the initial factors that have led to the need to change, the defining of objectives as they relate to change, and the real and potential costs and benefits of the change both at a professional and company-wide level. Resistance to change become particularly strong when employees and associates in a company do not identify with, understand the reasons for, or see any potential value in the changes to goals, processes, and strategies affecting them. "

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