Hello Respected Researchers and HR managers, In this section we will discuss about “Resistance to Change-5 Reasons“. It is very much important for a Researcher as well as HR Concern person/ manager to know The Resistance to Change-5 Reasons. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…
⇒ The challenge is often significant for change agents within organisations: ‘what is it that we need to do in this organisation, in order to effect real change, meaningful change that is indeed significant enough to respond effectively to environmental shifts and customer demands’? Rumelt has offered a number of reasons for inertia within organisations that are faced with the need for change:
(1.) Distorted Perception: Some people within organisations simply do not have the capacity to look into the future with any useful insight or clarity. Part of the reason for this is that they are short-term focussed, and might work in a situation where the results of their own efforts cannot be predicted or seen, because of high turnover, mergers, or takeovers.
(2.) Dulled Motivation: People are not motivated to implement change efforts because of either the direct costs of change, or the potential cannibalisation costs (organisations may put off introducing a new product in the fear that it will eat into the profits or sales of another product). A third explanation for dulled motivation is the comfort organisations might feel through some form of subsidy (either from other related companies, or hidden consolidated financial data).
(3.) Failed Creative Response: There are a number of things that block our creativity, and some of us are blocked more easily than others. If a competitor far exceeds the organisation’s ability to meet new demand or can redesign and innovate products much faster and more efficiently, then you are likely to be further thwarted simply based on the competitor’s increased reaction time. In addition, our reactive nature suggests that we are not able to always predict problems. Rather, we blame problems on the industry, and not on our organisation’s ability to deal with them.
(4.) Political Deadlocks: This is a pretty old story. But politics are an integral part of even the smallest organisations, and they must be managed, not ignored. Politics emerge because of distinct interests across departments and individuals, and often people are concerned about the sustainability of their own status through change efforts.
(5.) Action Disconnects: Finally, Rumelt identifies ‘action disconnects’ which prevent people from mobilising themselves into action. There are a number of potential sources for action disconnects. It might be leadership inaction; or perhaps the complexity of the change effort (or more importantly the perception of complexity) fosters inertia. We like habitual routine and patterns – we’re comfortable with them, even if they don’t work.
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