Resistance To Chnage
Resistance To Chnage
Resistance To Chnage
change is the only constant, but most of the change management efforts fail. Indeed,
change is difficult, some say, change is not a problem, the primary reason for change
failure is resistance to change while the secondary reason is the inability of leaders to
deal with resistance. What are the true problems of the change, or what’re the real
roadblocks to step into changes?
There are two types of change: proactive and reactive. Proactive implies
anticipation of changes: external and/or internal, that will affect the company.
Reactive is adaptive to change that has already occurred or is underway. The common
denominator to effecting outcomes is communication, which by definition is a
two-way street.
There are good changes and bad changes: There is good and bad change depending
on the outcome of the change process and final benefit of the person who is directly
affected by that change. Change itself may be detrimental to ones well being. We also
need to recognize that there are various approaches to change such as planned change,
unplanned change, imposed change, negotiated change, and participative change. It is,
therefore, safe to conclusively say that some forms of change may be difficult to be
resisted.
There are three change factors: Organizational Change, Technological Change,
and Behavioral Change: Sometimes change is the problem, sometimes lack of
change is the problem, sometimes the lack of clarity to discern the difference is the
problem. Sometimes the problem is with the ability to plan and manage elective
incremental change. Sometimes the problem is the inability to perceive a change in
the environment and adapt when conditions require it.
Two types of resistances are expected: Personal and Structural, and both need to be
addressed effectively and efficiently. Change is inevitable, and the only differences
are the reasons and goals behind the change and its scope and depth/breadth (Why the
change, what you need to accomplish, what does it consist of and what does it impact).
Overall, good anticipation in planning is key for a smoother execution, while regular
updates and plan adjustments will enhance your chances of success.
The five personalities are: Pathfinder (2.5% of population); Listener (13.5%);
Organizer (34%); Follower (34%); Diehard (16%). (Lowest resistance =
Pathfinders...highest resistance from the diehards.). People look for “What's In It
For Me". Given this, change management needs to craft and most importantly deliver
these messages at both the individual and group level, and most importantly reinforce
these statements through consistent action. Resistance to change isn't necessarily the
problem either since it’s a natural human response to the loss or fear of uncertainty, or
to the hideous management of change.
The person labeled a resistor may even share the same purpose as the
sponsors: It is wise to look for a "positive intent" behind a "resistor," actions or
opinion before making assumptions it's just resistance to change. If someone is
"resisting" change, what's that about? Are they perhaps interested in "certainty,"
"stability," "think things are on the right path" or is it something else? It's a good idea
to get clarity on what the "resistance" is all about and look closer to the reality of
what's going on. Or they may just try to alert sponsors to poorly thought-out elements
of their plan - or has better ideas. At a minimum, they need to be heard and
understood - which removes some of the perceived resistance. Better yet, engage
people in the design of change solutions so that issues can be surfaced and addressed
early.
Resistance to change is not a problem - it's a balancing mechanism: And it's also
one of the change's biggest opportunities. If you can tap into, better understand and
work with the energy of resistance you can also accelerate purposeful change.
Resistance is a balancing mechanism that says something isn't aligned or set right. if
approached/managed well, will point to where important learning is needed to come
up with goals/strategies/actions that will actually work and, by virtue of engaging that
part of the system productively, generate the buy-in needed to make something
positive happen. The most important factor is multi-dimensional representation on
your scenario team - management-dancers-finance etc. Most businesses need creative
people, who can think outside the box, and key stakeholders in parts of the process as
well - in order to get an external viewpoint. There is understandably tension
sometimes between the creative and the administrative, but we continue to work
through these. My view: effective leadership - whether artistic or administrative-
involves creativity.
Ans : The main reason behind the employee’s resistance is the underlying fear and
anxiety caused by uncertainties of change. In most situations resistance arises out of
individual problems rather than technical problems. Resistance is often because of
attitudinal factors and blind spots, which the functional specialists have as a result of
their concern for and preoccupation with technical aspects of new ideas.
One of the common reasons for resisting change is the feeling of discomfort with the
nature of change itself, which may violate their moral belief systems. Another reason
for resistance may be the method in which change is introduced. This is observed
when authoritarian approach is used and people are not informed. Other reasons for
resistance may be inequity where the employees feel that someone is likely to get
greater benefit than they are likely to get.
SOURCES OF INDIVIDUAL RESISTANCE :
However, when the change become inevitable, the employees try to offset the facts of
change by desire for now learning / experiences and for the rewards that may come
with change. In that case changes are requested and sought for by employees. Change
reaction effects are seen in feeling of insecurity and the change of working situations
or job. Change can have cascading effect when one person receives promotion; it
leads to promotion of ten other people’s at lower levels. This is indicative of change
reaction effects of a single precipitating event.
4. Aversion to Risk : change threatens those who like comfort of familiar. Change
often requires personal transition where in familiar has to be destabilized. It calls for
giving up the status quo, unlearning or unfreezing the person to integrate and absorb
new learning. It is interesting that a number of individuals consider change to bring
new opportunities. Research findings also support the view that positive approach to
change results in opportunities for individuals during the transition period.
3. Group pressure : Group norms evolved by an organization over the years become
a bottleneck in bringing about change. It is common observation that a single member
of a group accepts change suggested by management willingly. However, his group
affiliation with a union does not allow him to do so. Therefore, he is likely to resists
change.
3. Commitment Charting : in any change there will be people who gain and others
who lose. Therefore, in order to get the commitment of the people who are likely to
loose, it is important to handle them with care, as they will be sensitive to any action.
For a change to succeed it is important to have a critical mass and also to minimize
the pain it causes to the affected. In order to do that a chart is prepared listing the
names of key players and their commitment level to the change. The chart indicates
the status of the people who have commitment at present and whose commitment
needs to be ensured for change to be successful. Also the people who have no
commitment need to be focused for gaining commitment.
In this regard our organization follows the ways as suggested by Watson (1969) to
reduce the resistance. These relate to ownership of change, nature of change and the
process of changing.
Ownership : resistance is likely to be low if the change is perceived as being the need
of and suggested (sense of belongingness ) by those affected by it. And when it has
the top management support.
6. Fear of large scale disturbance: In our organization there may be genuine fear
that proposed changes is to lead with unpredictable consequences. This is particularly
happens when the changes are in sensitive areas, and require skills. As already
discussed phasing of the change programme may reduce resistance arising out of this
dimension. Preventive sanction such experimentation, adjustment, phasing, etc may
be helpful.
9. Fear of loss of Power : sometimes resistance is high when there is a feeling that as
a result of change some roles will lose power. For example, creation of new planning
roles arises a fear that planning functionaries may not get the operational powers. This
resistance is reduced when the roles are redefined and redesignated so that the
concerned role occupants can perceive that they may have different kinds of power ,
of high order although different in nature. This involved roles helped to realize the
power.
10. Fear of overload : when some people feel that the change will increase their work
load, they are likely to resist change. This happens if they perceive new functions are
being assigned to their roles. So by clearly defining their roles, they are able to
prioritie the functions, and decide which functions can be delegated to their
subordinates, the resistance can be reduced. So we organize seminar on role definition
and clarity, and negotiation for delegation some functions.
Management of Change: The Case of
7-Eleven
Introduction
Change is the only permanent in life. Change can be a lot of things, but no matter how
the benefits are spelled out, it's often a scary proposition. A business cannot simply
rely on past successes to withstand the internal and external forces that may threaten
its profitability. So in order to retain a company's viability, its leadership must
maintain a forward-thinking vision, be vigilant in recognizing the need for change and
have the skill and leadership style to guide the organization through the process of
change (, 1991). Today's successful companies must change daily to keep up with
their customers' changing needs and the competition.
Organizational change can be defined as "Anything that affects people, processes and
chains of accountability is organizational change" (, 2003). Regardless of the size of
an organization or the industry in which an organization resides, preparing for change
is the same.
The need for change is driven by market forces, a need to improve performance
internally, competitive situations, and rapid changes in technology. Managers see a
clear and positive impact to the financial bottom line or a boost in the performance
and morale of employees. But improvements to technology and business processes
also bring about human changes, which, if not managed effectively, can be the demise
of any implementation. Monitoring and managing the human changes that result from
changes to business processes and technology is what change management is all
about.
According to (2005), consistent change management is critical to a new system
implementation's success. Managing the implementation of these major changes is a
must if you are to survive in today's highly competitive environment. Attempting to
implement major changes without a well thought out plan will result in wasted efforts,
lost time, missed sales and lower profits. Major changes within organizations are
required for long-term survival. Getting these changes implemented as smoothly as
possible with a minimum of disruption is a difficult, but manageable task.
"Change management involves the process of effectively restructuring an organization
to make it more responsive to its marketplace. It is the process consists of identifying
destabilizing forces, determining the present situation, selecting the methods for the
implementation of change, developing an effective strategy and applying these
strategies accurately" (, 1997). It is also important to determine the external and
internal sources of the need to implement changes.
Changes are continually happening in the workplace, and it would be futile for both
supervisors and employees to resist it. Employees in general resist change because
they are comfortable with the status quo (, 2002). Downsizing, buy-outs and mergers
are occurring at dizzying speeds it seems. And "planned" change, the introduction of a
new way of doing things, can arouse resistance.
This paper attempts to analyze external and internal factors that affect to the choice of
7-Eleven to decide on organizational changes. Any company has undergone
challenges in their business operations and 7-Eleven is one of the companies that have
experienced these difficulties. For a company to sustain its competitiveness, it must be
sensitive to the necessary changes in the organization. Usually in implementing
changes, there are a number of persons on the organization that resist to these changes.
However, change is good for the company when properly planned.
Company Background
7-Eleven is an international company operating as a convenience store in eighteen
countries which includes Canada, United States, Mexico and Puerto Rico in the
Americas; Norway, Sweden and Denmark in Europe; Taiwan (Republic of China),
People's Republic of China (China), Hong Kong, South Korea and Japan in East Asia;
the Philippines, Thailand, Malaysia and Singapore in Southeast Asia; and also Turkey
and Australia.
History
7-Eleven was founded in 1927 in Oak Cliff, Texas, USA in which started using the
name 7-Eleven in 1946. In 1964, 7-Eleven enter the business of franchising when the
company purchased a chain store named "Speedee-Mart."
It was in 1991, Ito-Yokado a supermarket chain, which operates 7-Eleven stores in
Japan, purchased the majority interest of The Southland Corporation. In 1999, The
Southland Corporation changed its name to 7-Eleven, Inc.
Initially, these stores were open from 7 am to 11 pm, which was unprecedented at the
time, hence the name; however, most 7-Eleven stores are now open twenty-four hours
per day, seven days per week.
In November 2005, 7-Eleven has turned to a publicly traded Japanese conglomerate
when Seven and I Holdings Co. has completed its purchased of the company.
Vision
7-Eleven's vision is to be recognized as a leader in providing time-conscious
consumers with a full-range of products and services that meet their ever-changing
daily needs.
Mission Statement
7-Eleven's mission is to offer time-conscious customers a full range of products and
services that meet their ever-changing daily needs through quality, speed, selection
and value in a safe, friendly and pleasant environment.
Core Values
7-Eleven is a customer-preferred convenience store which value customer
expectations through quality, speed, selection and value safe and pleasant
environment. The company treats employees with dignity and respect the company
also recognizes franchisees and suppliers as business partners. In addition, the
company strives to be a good corporate citizen.
External Analysis
There are factors that can stimulate changes. One of these sources is external to the
organization. This includes society, political or legal environment and technological
developments.
Society
These changes are affected by the beliefs, values, attitudes, opinions, and lifestyles
shift in society. In the case of 7-Eleven, with the increasing changes in consumers'
preferences, changes in the management of the human resources is significantly
important especially with the nature of the business of 7-Eleven to have the quality
service to its customers. In business, consumers dictate the success of the company.
The society today is more demanding and is demanding for quality products and
services and the value to their money.
Political/legal environment
Technological developments
With the rapid change in the technology especially in the communications and
transportation, organizational change would likely to occur. In a global organization,
communication and transportation are of great importance.
With the presence of Internet retailing, 7-Eleven faces extensive competition. The
company must understand that with these competitors, changes would likely to be a
significant development to the company especially with their services. Services can be
delivered effectively to the customers when there would be significant changes in the
human resource management.
Competitive Analysis
7-Eleven is currently having various competitions which include superstores,
hypermarkets, convenience stores and even traditional markets. However, the biggest
competitors of 7-Eleven today are Circle K convenience stores, ParknShop and
Wellcome. Currently, in Hong Kong there are already more than 600 supermarkets
and convenience stores.
ParknShop is associated with three other supermarkets by the name of Great, Taste,
and Gourmet. These high-end supermarkets are after the more affluent clientele. They
are ideal outlets for innovative, quality and priced international food products. These
stores also carry a wide selection of organic products. Great adopts a stylish
international food hall concept and its flagship store offers over 46,000 gourmet
items.
Internal Analysis
SWOT Analysis
Strengths
Majority of the goods that 7-Eleven Store are low prices sue to low cost of operations.
Also, 7-Eleven is more convenient to customers. Consumers could avoid the long
checkout lines, crowded parking lots, and traffic. There are many choices of shopping
methods; browsing the aisles, using product search, and choosing from a shopping list
customized from frequently bought products. They could shop 24/7 since the store is
open for 24 hours in 7 days. The store also offers variety of selection from fresh to
processed food and whatever shoppers would need.
Weaknesses
Increase in competition is a great threat to 7 Eleven. Also, with the increasing high
levels of educated people, consumers are now more skeptics and are more demanding.
In addition, the traditional markets in which people can purchase fresh fruits and
vegetables are still in its popularity in Hong Kong. Moreover, 7-Eleven has high
employee turnover which is a sign of bad management.
Opportunities
7-Eleven has also some opportunities. With the problem of information dissemination,
an opportunity to acquire new technology for more efficient operations can now be
possible. Also, 7 Eleven has been already known by the people as a store open in 24
hours they have the advantage over it. In addition, the company also got the most
strategic locations of their stores. Moreover, the company can still expand their
business and open some more stores especially in China which got the opportunities
of expansion with its large market.
Threats
However, despite the strengths, the store has also its weaknesses. One of which is
inventory inefficiency in which they would experience stock outs. Moreover, with the
presence of superstores, their current marketing strategies have been overshadowed.
In addition, low performance of workers also has negative effect on the efficiency of
the store.
Identification of Problem/Issues
From the SWOT analysis, the company faces various problems that are needed to
have a solution. It is recommended to concentrate on some areas. One of the areas that
have a major impact on offering goods and service is the efficiency and effectiveness
of the people doing the work.
One of the major objectives that the company should concentrate is the improvement
of their workers. A strategic human resource development must be implemented
within the company.
Training and other initiatives associated with total quality management have been
critical in transforming marginal manufacturing plants into successful facilities (,
1994). HRD continues to be a primary vehicle for assuring mandated levels of
employee competence and public safety in highly regulated sectors like the nuclear
power industry (, 1994).
and (1995) posit the argument that "Organizations in the new economy have come
to realize that employee expertise is a vital and dynamic living treasure. The desire for
employee expertise is meaningless unless an organization can develop it in ways that
respond to the business needs."
Resistance to Change
No matter how much analyzing, planning and employee participation you do, some of
your employees will resist the changes. The majority of human beings naturally resist
change (, 2002). Change takes employees (and some presidents) out of their comfort
zone and places them in an unknown situation. This results in resistance to the needed
changes.
According to (2002) resistance comes in two forms; overt and passive. Overt
resistance is the easiest to overcome. It comes from the employees who openly oppose
the changes. Allow these employees to speak their mind and then work with them to
overcome their concerns.
Passive resistance is much tougher to overcome. If you don't know it exists you
cannot overcome it. The most passive resistance comes from employees who have n
opinion when asked about the proposed changes. Everyone has an opinion; be very
careful and watchful of those who do not express it when asked. After passive
resistance is detected take immediate action to eliminate it.
No Change Scenario
If 7-Eleven would not change its human resource management, there would be an
increasing number of staff turnovers because mainly staff are not motivated and are
unsatisfied with their work. In addition, because of lack of expertise of most of its
staff, more problems will prevail.
Change Scenario
When the company would adopt changes on its human resource management, the
staff would likely to be motivated and empower with their proper training and with
their development and expertise with their job.
Conclusion
More than anything, human resource is important to any company. And its
development would likely improve the performance of any company. HRD serves a
broad range of interests and outcomes in organizations. The primary purposes to be
served by HRD can range from programs intended to meet the personal development
needs of individuals such as identifying individual learning styles or personal
financial planning to HRD programs necessary for everyone in the organization such
as programs addressing a new performance appraisal method or role changes
secondary to structural reorganization. HRD is a crucial antecedent to successful
business strategy. In these situations, HRD actively shapes strategy.