Making Change Happen: Part 3 of 4

overcoming_resistance_to_changePart Three: Overcoming the Obstacles

UntitledOrganizational change is a complex process. In working to lead change effectively, managers may face difficult decisions, resistance, or uncertainty about how to move forward.  They must be prepared to learn new skills, face paradoxical choices, work with individual behaviors and attitudes, and meet other challenges that may bar the path to success.

Today, we examine research that tackles some of these key concepts:

JMI_72ppiRGB_powerpointChange efforts can present opportunity on the horns of a dilemma. Larry Peters of Texas Christian University published “The Rhythm of Leading Change: Living With Paradox” in the Journal of Management Inquiry October 2012 issue. From the abstract:

This article focuses on an interesting type of challenge that can fight against effective leadership in large-scale change efforts. The type of challenge the author refers to is a paradox—alternatives that don’t follow from each other, where both alternatives appear necessary, but where choosing one acts to negate the other.

JLOS_72ppiRGB_powerpointEmployees are critical to successful change; their cognitions, perceptions, and attitudes matter. Eric Lamm of San Francisco State University and Judith R. Gordon of Boston College published “Empowerment, Predisposition to Resist Change, and Support for Organizational Change” in the Journal of Leadership & Organizational Studies November 2010 issue. From the abstract:

This article investigates the extent to which empowerment and dispositional characteristics contribute to behavioral support for organizational change. The study is the first to use a comprehensive intrapersonal variable—psychological empowerment—to represent the interaction between an individual and his or her work environment.

JME_72ppiRGB_150pixWFuture business leaders must develop their skills for leading change now. Amy C. Lewis of Drury University and Mark Grosser of EM-Assist, Inc. published “The Change Game: An Experiential Exercise Demonstrating Barriers to Change” in the Journal of Management Education October 2012 issue. From the abstract:

Students may underestimate the difficulty of convincing others to work toward change; the authors developed the Change Game as a tool to help students experience the difficulties of leading change and identify opportunities for skill development in the area of change leadership.

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This entry was posted in Change and tagged , , , , , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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