Leading change for success: embracing resistance

Abstract

Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptual paper. The authors critically examine theoretical explanations of resistance to change in organizations and offer an alternative perspective. Findings Systems theorists have addressed change, and its necessity in organizational survival, using an open systems model. The open systems theory posits that organizations are social systems that have purposes of their own and is made of parts (employees) that are purposeful and operate within a purposeful larger system – the environment (stakeholders). Change that ignores a key part – employees – will be resisted. Originality/value Using the systems theory, the authors propose several suggestions for organizational leaders and managers to implement sustainable change. These include, among others, recommendations on circular organizational designs, the need for more democratic organizations, purposeful leadership styles and how to include employees in proactive organizational change processes.

Love your mistakes!—they help you adapt to change. How do knowledge, collaboration and learning cultures foster organizational intelligence?

“…The presented findings prove that the acceptance of mistakes is vital for adaptability to change. “Change and transformation require two separate but inter-related processes of self-discovery and self-improvement” (Nadim and Singh, 2019, p. 515). Thus, it is probable that mistakes are not the source of learning for those who choose not to notice them or do not want to learn from them.…”

Transforming employee resistance into organizational learning at a higher education institution in Palestine

“…There might be some utility in resistance "it is better than apathy, it avoids group-think, it provides alternative ideas for conversation" resulting in collaborative problem solving. There are also important lessons which can be learned from resistance if one manages it instead of trying to overcome it (Graetz et al, 2006;Nadim and Singh, 2018;Waddell and Sohal, 1998, p. 545). It could be a trigger which calls attention to the existing issues, encourages reflection and thereby acts as a stimulant for organizational learning (Diamond, 1986;Jost, 2004;Piderit, 2000;Oreg, 2006).…”

“…Re-conceptualizing employee resistance as a positive change construct It is undeniable that the theory of resistance to change despite being extensively researched still suffers from limitations (Piderit, 2000). Because somehow all resistance studies have tended to emphasize its negativity and ignore its positive implications (Mabin et al, 2001, Masuda, 2015Nadim and Singh, 2018;Piderit, 2000, Strebel, 1996. Resistance has repeatedly been defined as a restraining force which hinders the management from achieving its goals and objectives.…”

“…Resistance has repeatedly been defined as a restraining force which hinders the management from achieving its goals and objectives. Managers therefore perceive resistance as negative, and all employees as uncooperative, disobedient and as obstacles which need to be overcome (Graetz et al, 2006;Nadim and Singh, 2018;Watson, 1982). "The most prevalent way of analyzing resistance is to see it as a reactive process where agents embedded in power relations actively oppose initiatives by other agents" (Jermier et al, 1994, p. 9).…”

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

“…Organisational learning and change are interconnected (Argyris, 1982;Watad, 2019). Nadim and Singh (2019) noted that change, as a phenomenon, is tied to continuous learning. Garvin, et al (2008) stressed that a learning organisation is characterised by openness to change when needed.…”