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...
A mentor leadership style is able to implement change management by leading by example, which can be quite effective. Risk taking leadership styles also are effective change managers, as they are often more willing to openly accept change as a positive business force, as do innovator type leadership styles.
Whichever leadership style is employed by leaders, credibility has got to be the foundation for effective change management. The leader must inspire, challenge and motivate their employees during the change process. These leaders must be focused on the future. They must be team players, and have built a spirit of trust into their team, to best facilitate change (Weymes, 2003).
References
Engdahl, R. (Summer 2005). Organization evolution: The natural change model for organizational structure in changing times. Organization Development Journal, 23(2). Retrieved June 9, 2005, from Proquest database.
Gray, S.N. (Summer 2005). Tipping points: Building momentum for lasting change. Organization Development Journal, 23(2). Retrieved June 9, 2005, from Proquest database.
Schaafsma, H. (1997). A networking model of change for middle managers. Leadership & Organization Development Journal, 18(1). Retrieved June 9, 2005, from Proquest database.
Weymes, E. (May 2003). Relationships not leadership sustain successful organizations. Journal of Change Management, 3(4). Retrieved June 9, 2005, from Proquest database.
Worrall, L., Cooper, C., & Campbell-Jamison, F. (2000). The impact of organizational change on the work experiences and perceptions of public sector managers. Personnel Review, 29 (5). Retrieved June 9, 2005, from Proquest database.
Organizational Behavior
