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Change is not always experienced as pleasant happing
by all stakeholders. This often leads towards resistance within a company. The
people resisting do not see themselves as resisters and they often experience
it as survival. Resistance comes from a person not agreeing with the way the
change is being led. There is no such thing as a born “resistor”,
people resist in response to something else (Rickmauer, 2013).

Resistance can be identified up into 3 levels:

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Level 1 – I Don’t Get It.

Involves information, fact, figures, or ideas. Level 1
could occur due to lack of information, disagreement with data, lack of
exposure to critical information or confusion over what it means (ibid).

 

Level 2 – I Don’t Like It.

This is an emotional reaction to change, based on
fear. People are afraid that this change might cause them to lose face,
control, status or in worst case scenario, their job. Level 2 not a level with
ease as you cannot simple say get over it. When level 2 is activated it can
become very difficult to communicate as people get extremely frustrated.
Results are that we tend to stop listening no matter how impressive or fabulous
a presentation is, once employees hear ‘downsizing’ their minds get locked
(ibid).

 

Level 3 – I Don’t Like You. 

In the third level, resisters to not have confidence
in the leader’s leadership skills and feel that the change will not be carried
out successfully. Most companies tend to lack attention on level 3 however, if
this resistance flourishes the change will fail. In this level people are not
resisting the idea, but they are resisting you. However, this does not mean it
is personal matter. If you are the person representing the change you might
leave people sceptical about your role as change implementer (ibid).

During the change plan employees in the company might
react with signs of resistance and encounter difficulties with adapting to the
change that has been made. The CT strives and aims to provide the appropriate
guidance throughout the complete change processes. Referring to the
Kubler-Ross’s Grief cycle, the CT should focus on the employees and evaluate in
which stage of the cycle they are in. Any displays of resistance should be
handled immediately to guide LBAB to a successful change
(Changemanagementcoach, 2018)

 

Upon identifying employees within the organization who
need additional guidance and help during the change process, one-on-one
coaching sessions will be offered. LBAB will provide coaching with an expert
who will host these sessions and support based on the employee’s needs. These
sessions are always performed in a private setting to create a trustful setting
were employees are to talk about their stress and frustration that they could
have encountered.

 

The CT aims to create a change plan were all employees
feel comfortable with the change made. Therefore, coaching sessions are
provided to help with coping with the change.

If an Employee simply refuses to accept the change
even after multiple attempts the employee needs to be dismissed as they are
unwilling to change. It will be the mission of the change leaders to analyse
and observe the behaviour of the employees of LBAB, communicate with them on a
frequent base and evaluate on their psychological state during the change
processes. The one-on-one coaching sessions will be available and offered to
employees throughout
the entire change plan.

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