Essay: Definition of Change

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CHANGE

Definition of change

Change is a circumstance that disrupts ordinary patterns of association and calls for new contributors to endorse new patterns.

In what ways change agents can contribute to change resistance.

The role of change agents to resistance goes further than the labeling that consequences from their own sense making to breaking agreements and violating trust, communication breakdowns, misrepresentation, and their own resistance to change.

Broken agreements and violation of trust

Change agents add to recipient reactions by breaking agreements both prior to and all through change and failure to bring back the ensuing loss of trust. Agreements, including implied and psychological contracts are breached or broken when agents of the organization unknowingly or knowingly go against the promise or an understood and expected pattern of cooperation. Breaches happen when there are changes in the division and allotment of resources, the procedures and processes by which this reallocations are made or the way which superiors interact with sub-ordinates. When their colleagues and superiors treat employees in the right way, they tend to accept change easily, and on the other hand, if they are treated in justly they tend to resist change. This can result to negative behaviors such as lower productivity, stealing, less cooperation and lower work quality along with mistrust of obligation and satisfaction with the company.

Communication breakdown

Conventional management approaches declares that resistance is in fact the real enemy of any change. (Ismail, 2010). Change agents can also contribute to change resistance through communication breakdowns like misrepresenting of changes of success, failure to legitimize change and failure to call people to action. Resistance to change can be pointed with any individual or conditional factor. (Qian, Ohio University, 2007).

Resistance to change has been actually taken from the agent's perspective not from the client point-of-view (Parkin, 2009). Failure to legitimize change: change agents must provide discursive justifications and rationality of change adoption, creating readiness of change, and increase not only the likelihood of recipient acceptance and participation in the change but also the speed and extent of that acceptance. Recipient's acceptance to change and participation in the primary stages of a change have been shown to depend on recipient's assessment of how likely the change will bring personal and organizational benefits. If employees will gain financially if a certain change is implemented then they will accept it easily but if the change is going to bring more workload then it will be resisted.

Failure to call people for action: change is fundamentally about mobilizing action, and although talk is important, not all change leads to action. When change agents mistakenly assume that understanding is or should be sufficient or produce action, they are likely to emphasize conversations for understanding over conversations for performance and are consequently likely to see little or no action (Ford, Ford and DaAmelio, 2008).

Misrepresentation

Change agents might engage intentional misrepresentation to induce recipient's participation to look good or to avoid losing face and looking bad. Employees may involve in unethical behavior if there arises a vacant post and promotions are very likely. Where change is seen in a competitive context, like when agents believe recipients have engaged in deceptive behavior during previous changes or expect they will this time in order to get some type of concession, agents might misrepresent the benefits, costs or likely success of the change. Not all misrepresentation of change on the other hand are intentional. Since decision, makers have a bias toward optimism.

How can organizations use resistance to change as a change agent?

Change recipients reactions to change are not necessarily hindrances to successful change. On the contrary, recipient reactions… [END OF PREVIEW]

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