Harnessing resistance: using the theory of constraints to assist change management

Mabin, Victoria J.; Forgeson, Steve; Green, Lawrence

doi:10.1108/eum0000000005446

Cited by 106 publications

(137 citation statements)

References 7 publications

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“…Spencer and Cox (1995) and Spencer (1994) discussed optimum production technology and the theory of constraints. Mabin et al (2001) re-investigated traditional views on change management, more specifically the resistance to change, and to recommend alternative views and a practical method for better managing change. They described TOC, which views resistance as a necessary and positive force, and explained how it could be applied in a case study involving a bank merger.…”

Section: Tablementioning

confidence: 99%

Theory of constraints: A state-of-art review

Orouji¹

2016

10.5267/j.ac

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The theory of constraints (TOC) is a management tool, which considers any manageable system as being limited in reaching more of its objectives by some constraints. According to TOC, there is always, at least, one single constraint, and TOC implements a concentrating process to detect the constraint and restructure the remaining of the organization around it. This paper presents an overview of different perspectives of TOC and its implementation in different industries such as project management, quality management, outsourcing, product mix, maketo-buy, accounting, banking and health care, etc. The results indicate that the method has been extensively implemented in different areas of accounting.

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Section: Tablementioning

confidence: 99%

Theory of constraints: A state-of-art review

Orouji¹

2016

10.5267/j.ac

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“…Indeed, change is about creating a new order of things and thus demands leadership, not management (Kotter, 1995); and it has been shown that (perceived) excellent leadership significantly increases the chances of success of an improvement initiative (Battilana et al, 2010;Mabin, Forgeson & Green, 2001). Strong leadership is needed to overcome corporate inertia, encourage people to change their behaviour and make the change stick (Kotter, 1996).…”

Section: Vision and Leadershipmentioning

confidence: 99%

“…Empirical research suggests that the quality, frequency and intensity of communication are paramount to the success of the intervention (Mabin, Forgeson & Green, 2001;Lundy and Morin, 2013;Kotter, 1995). Sirkin, Keenan & Jackson (2005) highlight the fact that both internal and external communication is critical to the success of the change effort.…”

Section: Communicationmentioning

confidence: 99%

Preparing for productivity intervention initiatives

Crouzet

Parker

Pathak

2014

International Journal of Productivity and Performance Management

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Abstract:Purpose -Resistance to change is cited as a significant reason why productivity initiatives fail. Therefore, effectively managing and overcoming resistance to change is a critical factor for the successful outcome of any intervention. This paper explores current knowledge of resistance to change and seeks to review the literature and so understand what methods can be used to manage change initiatives. Design/methodology/approach -An extensive literature review has identified theories, frameworks and methodologies to successfully manage and overcome resistance to organisational change. Findings -Managing and overcoming opposition to change starts by assessing the types of resistance; and this classification will form the basis for the development of an implementation strategy to reduce resistance. This includes creating readiness and urgency for change, creating a vision for change, having employees participate in the change effort, training and coaching employees, effectively communicating the change, creating and planning for quick wins, and refreezing the organisation. Research limitations/implications -The tools and techniques presented in this article need to be adapted to the organisation's specificities as well as to the contextual situation. Originality/value -Today's competitive, uncertain and fast paced economic environment requires organisations to change in order to maintain or develop their competitive advantage. This paper combines numerous theories, frameworks and methodologies to successfully manage and overcome resistance in order gain acceptance and meet the desired needs.

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“…For instance, the various discussions that may emerge as a consequence of change efforts can be a positive force leading to less groupthink and more productive and innovative ideas (Mabin et al, 2001). Change itself can be a threat or even a cause for accidents (Tveiten et al, 2006), whether it comes from suggested remedial actions or not, and resistance can thus be a positive force.…”

Section: Resistance To Changementioning

confidence: 99%

Strategies for dealing with resistance to recommendations from accident investigations

Lundberg

Rollenhagen

Hollnagel

et al. 2012

Accident Analysis & Prevention

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Abstract. Accident investigation reports usually lead to a set of recommendations for change. These recommendations are, however, sometimes resisted for reasons such as various aspects of ethics and power. When accident investigators are aware of this, they use several strategies to overcome the resistance. This paper describes strategies for dealing with four different types of resistance to change. The strategies were derived from qualitative analysis of 25 interviews with Swedish accident investigators from seven application domains. The main contribution of the paper is a better understanding of effective strategies for achieving change associated with accident investigation.

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Harnessing resistance: using the theory of constraints to assist change management

Cited by 106 publications

References 7 publications

Theory of constraints: A state-of-art review

Theory of constraints: A state-of-art review

Preparing for productivity intervention initiatives

Strategies for dealing with resistance to recommendations from accident investigations

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