TITLE

Managing resistance to change

AUTHOR(S)
Atkinson, Philip
PUB. DATE
March 2005
SOURCE
Management Services;Spring2005, Vol. 49 Issue 1, p14
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article discusses possible strategies to minimize resistance to change. Research in organizational development suggests that 90 per cent of culture change initiatives fail in achieving their objectives. Culture change is not the only victim in terms of installing required complex changes. The success rate of new organizations blossoming from merger and acquisition activity is also pretty dismal. Research indicates that as many as 56 to 70 per cent of these ventures fail to achieve the objectives for which they were originally designed. In particular, the major reason why they fail is an inability to create new business culture from the existing organizations. Change in large institutions is often not possible because of their inability to manage change well. And yet change will not go away. Organizations need to develop an attitude and a methodology to master and drive change. A failure to do so will result in poorer performance and a declining morale and motivation in its people and disappointment for its customers. A major problem in driving change in organizations is dealing with and managing the resistance that will be encountered. A major element to consider in organizational resistance, is countering those who see resistance only as a negative response to change. INSETS: Mergers & acquisitions: Telling the truth;Personalising change management;Communicating change effectively.
ACCESSION #
16474609

 

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