¶ … Coping with Change
In many cases, change is a daunting prospect. Although the world effectively exists in a continuous state of change, alterations to people's daily lives -- particularly as related to their families or to their workplace environments -- can frequently generate resistance from the individuals most affected. Still, there are other times in which change is desired and readily embraced. Therefore, it is necessary to analyze a host of both intrinsic and extrinsic factors that are responsible for producing resistance to change in people, in order to better understand this phenomenon and to ultimately cope with it.
External resistance to change stems from a number of factors, particularly in an organization or workplace environment. One of the most readily identifiable of these is lack of trust in management (Pasubathy, 2010, p. ). Quite simply, there are numerous situations in which people are not consulted about change, and it is suddenly sprang on them. When these people do not trust the underlying reasons that management has effected such a change, they tend to be more resistant to it. Another external factor relates to communication regarding change. If such communication is not sufficient -- if people do not get sufficient notice or the reasons for change and their impact upon people are not relayed lucidly -- individuals are more likely to resist it.
Internal factors for change largely involve psychological reasons. These reasons include emotional factors such as aggression and frustration -- whether directly related to the workplace, its change, or not -- (Bolognese, 2002). Also, employee perception of the reasons for change are considered internal factors that can engender resistance to change. Any sense of ambiguity related to change in the workplace, in which there are aspects of it that are not perfectly clear to employees, can produce resistance to change. Additionally, if change involves personal aspects...
Introduction Change is one of the most difficult processes for a human being to go through. Most people avoid it at all costs. So long as they can get by doing the same thing over and over, they will because ultimately people are creatures of habit. Thus, when change is implemented in the workplace, employees often resist—particularly if the manager in charge of implementing the change has not taken the time
" (Giovacchini, 1996, pg. 2) According to Giovachinni research into the psychodynamics of individuals in their experience of current adjustments and symptom formation is "much more interesting and fulfilling than monitoring surface behavior. processes are innately fascinating and their study creates dimensions and viewpoints that expand our appreciation of the versatility of the psyche as our in-depth understanding is increased, in itself, an aesthetic experience." (Giovacchini, 1996, pg. 2) Unconscious motivation
Coping Styles in Middle Aged Stroke Survivors Extant literature has been dedicated to coping styles in middle aged stroke survivors. Rochette et al. (2006) conducted a study to evaluate the adaptation process, participation as well as depression over a period of six moths in souses and fists-stroke individuals. In their study they described the changes in the process of adaptation (both coping and appraisal) within six months after the very fist
Significantly, the authors promote an accepting and acknowledging attitude towards the negative aspects of aging, as well as an understanding that it does not have to be a solely negative experience. It provides practical principles for the ability to successfully cope with the negative processes by means of a positive focus and attitude. What I like most about the book is its positive consideration of what it could mean to
Change Management Fabrication International CHANGE Management AT FI (i) Critical Assessment of Investment-Appraisal Process The investment appraisal process at Fabrication International (FI) is divided into four distinct steps. This appraisal process reflects the values and concerns of top management that it seeks to realize during the decision making process. FI is marked by traditional expectations of doing business. It expects its long time customers to continue doing business with it irrespective of economic realities.
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now