Resistance to Change First Name Last Name Institution In most organizations resistance to change can be considered as a common aspect. People are more accustomed to one position within the organization and the way that an activity or operations are conducted and as such once the change is introduced they sought to resist it with the aim of maintaining the current status quo. Most of the times the resistance is mostly aligned to aspects such as fear of losing the position or increase of tasks and workload within the organization (Anderson 2010). Therefore an OD has an important role when it comes to the identification and addressing of resistance to change within an organization. change. Mr. Harold is against the introduction of the CTO positions and also the hotel expanding to other regions outside America and as such he ought to be enlightened on the benefits of introducing this position such as the integration of technology within the company and the increased business that the company will have in the event that it expands to new countries. References Anderson D. & Anderson L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons. Worren N. A. Ruddle K. & Moore K. (2014). From organizational development to change management: The emergence of a new profession. The Journal of Applied Behavioral Science 35(3) 273-286. [...]
Consider the following scenario: Harold and Maude Smith have grown their small hotel business from one local hotel Harold inherited from his father to fifty luxury properties nationwide. Mr. and Mrs. Smith made sure their children were involved and invested in the operation of the business. They have two sons and one daughter. Harold is going to retire in one year and is grooming his eldest son Harry to take over. However, they disagree about the future of the business and about Harry's desire to appoint his sister as Chief Technology Officer (CTO). Harold does not agree with the creation of the CTO position, nor does he share his son’s vision of expanding their boutique, luxury hotels outside the United States. They have hired an OD consultant to help them with an overall organizational assessment and strategic planning. As resistance is a natural phenomenon, understanding and working with it effectively is a key to successful organizational consultation. It is essential for the OD practitioner or consultant to recognize and deal with resistance that is derived from psychological needs and wants. There are also elements that have been shown to stimulate “normal” resistance and therefore should also be considered during the consultation process. To prepare: Review this week’s Learning Resources. Consider sources of resistance to change and strategies for overcoming resistance to change. Reflect on the scenario of Harold and Maude Smith, outlined above. With these thoughts in mind: Post by Day 3 a brief description of how OD consultants identify and address resistance to change. What strategies could be employed to overcome resistance to change and increase the likelihood of acceptance? Finally, explain one strategy that you would employ in the Harold and Maude Smith scenario. Provide a rationale for your strategy. Be sure to support your postings and responses with specific references to the Learning Resources. OD Application: The Five Phases of Resistance to Change Phase 1: Change Introduced In the 1970s, the environmental movement began to grow. The first Earth Day was held in 1970. Widespread interest in environmental concerns subsided during the 1980s. Some po- litical officials neglected environmental concerns, and envi- ronmentalists were often portrayed as extremists and radicals. The forces for change were small, but pressure for change persisted through court actions, elected officials, and group actions. Phase 2: Forces Identified Environmental supporters and opponents became more identifi- able in the 1980s. A Secretary of the Interior at the time, James Watt, was perhaps the most vocal and visible opponent of envi- ronmental concerns and served as a “lightning rod” for proenvi- ronmental forces like the Sierra Club and the Wilderness Society. As time passed, educational efforts by environmental groups in- creasingly delivered their message. The public now had informa- tion and scientific data that enabled it to understand the problem. Phase 3: Direct Conflict The Clean Air Act passed by Congress in 1990 represented the culmination of years of confrontation between pro- and antien- vironmental forces. The bill was passed several months after na- tional and worldwide Earth Day events. Corporations criticized for contributing to environmental problems took out large news- paper and television ads to explain how they were reducing pol- lution and cleaning up the environment. The “greening” of corporations became very popular. Phase 4: Residual Resistance One example is the confrontation between Greenpeace (an envi- ronmental group) and Shell Oil. The Greenpeace group had been campaigning for weeks to block the Royal Dutch/Shell group from disposing of the towering Brent Spar oil-storage rig by sinking it deep in the Atlantic Ocean. As a small helicopter sought to land Greenpeace protesters on the rig’s deck, Shell blasted high-pow- ered water cannons to fend off the aircraft. This was all captured on film and shown on TV around the world. Four days after the in- cident, Shell executives made a humiliating about-face; they agreed to comply with Greenpeace’s requests and dispose of the Brent Spar on land. This incident, like the Exxon Valdez oil spill, shows how high-profile cases can ignite worldwide public interest. Phase 5: Change Established Much of the world now sees environmental-responsible behav- ior and energy conservation as a necessity. Near-zero automobile emissions are moving closer to reality. Reducing carbon emis- sions and recycling have become a natural part of everyday life for many people. But new ways to be environmentally responsi- ble are still being sought.