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ORGB 4871 STUDENT ID FIRST NAME LAST NAME ASSIGNMENT THREEIntroduction
Resistance is an inevitable phenomenon during the transition phase of change process. A
transition phase is a stage where organization members begin to experiment or learn the
conditions necessary to reach the desired states. These conditions for achieving the desired
future may be quite different and complex compared with the ones in the existing state,
thereby requiring a great deal of energy, time, commitment, perseverance, and persistence.
Given that individuals do not like to encounter such experiences, they may resist to change.
Premised this way, the current paper attempts to explore the concept of resistance in relation
to transition phase of change. I will look at the role of a manager in preparing and assessing
the organization for movement through the transition phase of change. I will then discuss the
various reasons for resistance, areas to assess to determine resistance among employees,
strategies to minimize resistance, and finally the indicators that illustrate that the strategies
have been effective in reducing resistance.
Q1. Discuss the role of a manager in preparing and assessing the organization for
movement through the transition phase of change. Use references and actual anecdotes
whenever possible. (20 marls)
The transition phase of change process requires certain management capabilities and
strategies. While change transition is a highly participative activity, leadership role is crucial
for the process to run effectively and to achieve benefits in the new situation. A manager is
responsible for preparing and assessing the organization for movement through the transition
state. This role may involve the following:
i. Developing and communicating a clear vision of the desired state. The first
and crucial step in managing transition is to provide a sense of direction (Hayes,
2002). It is difficult to manage individuals towards an end in which they do not its
, purpose. People need a vision in order to what kinds of behaviors and approaches
will be useful in moving through the change process. Providing a sense of
direction is one of the key leadership tasks.
ii. Allocating resources for the transition. Change is often associated with a cost
(Hayes, 2002). For instance, change may require design of new structures, extra
number of staff, new equipment, and training. A manager should assess whether
these resources are available to lessen the burden on part of employees.
iii. Activity planning. Activity planning involves making a road map for change,
identify specific activities and events that must occur if the transition is to be
successful (Cummings & Worley, 2005). Similar to a vision, activity plans
provide individuals with the direction and security they need to work toward the
anticipated state. The top management is responsible for clearly identifying
change tasks needed to achieve the desired future.
iv. Identifying resistance. Resistance is a natural part of change transition process.
Left unproperly managed, resistance can make it difficult or impossible to
implement change interventions (Cummings & Worley, 2005). Thus, a manager
should assess and identify various sources of resistance, reasons for the resistance,
and strategies to address the issues.
Q2. Identify and discuss five reasons for resistance that are typically evident during the
transition phase of change. Include examples and references to the readings. (20 marks)
There are several reasons why individuals resist during transition phase of change.
i. Control issues. Many employees and managers develop negative reactions toward
proposed changes due to fear that their responsibilities may be altered or passed to
other persons. A particular change, for example, may necessitate for adjustment of
the existing management structure. In such event, some departments may be
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