Closed mind-sets of organizational members offer another form of resistance to change. This is often found in a dedication to obsolete business strategies. Organizational members may simply not see the value in the change to occur, when compared to existing processes and procedures. Dan Sweeney, a vice president at IBM's retail consulting practice, found IBM in exactly this situation.
The corporation was stuck in their mechanistic command and control model, a business strategy that had lost its effectiveness (Engdahl, 2005).
The organization may also be entrenched in organizational culture that simply isn't conducive to change. In some instances the organizational values can be a powerful motivator of change, however, in others, it may be a strong resistor. This is especially true in the instances where organizational members don't have the skills needed to facilitate change.
Strategies an Organization Can Employ to Manage Areas of Resistance:
Internal structures that are prohibitive to change can be changed to be less restrictive. Organizational culture must also be made to embrace change; this begins with embracing change from management. Resistance to change can also be managed by translating the contributions being made by the entire organization into individual results.
This can then lead the way to rewards of additional resources to those who successfully implement change (Gray, 2005).
How Leadership Styles Influence the Effectiveness of the Change Management Process:
How leadership styles influence the effectiveness of change management is a topic of much debate. A leader whose style is most reminiscent of an idealist focuses on standards of excellence, and therefore may help ensure...
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