Critically Unveiling Resistance: Strategies for Effective Change Management in Organizations

Authors

  • Fengmuhan Li

DOI:

https://doi.org/10.54097/y3ycxb90

Keywords:

Change Management, Resistance to Change, Organizational Change

Abstract

This article critically examines the complexities of resistance to change within organizations and the strategies to effectively manage it. Utilizing theoretical frameworks and practical case studies, the research identifies key factors contributing to resistance, including change fatigue, loyalty to the past, personality traits, uncertainty, and valuation of interests. The article further explores the significance of understanding these root causes through Morgan's metaphors and the implications for successful change implementation. The analysis underscores the importance of timely and effective communication, comprehensive training, and continuous support to mitigate resistance and promote sustainable organizational transformation.

References

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Ibid [3]

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Ibid [13].

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Ibid [15]

Ibid [13]

Ibid [15]

Ibid [15]

Trader‐Leigh, K.E. (2002) ‘Case study: Identifying resistance in managing change’, Journal of Organizational Change Management, 15(2), pp. 138–155. doi:10.1108/ 0953481 0210423044.

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Ibid [15]

Ibid [15]

Waddell, D. and Sohal, A.S. (1998) ‘Resistance: A constructive tool for Change Management’, Management Decision, 36(8), pp. 543–548. doi:10.1108/00251749810232628.

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Published

27-06-2024

Issue

Section

Articles

How to Cite

Li, F. (2024). Critically Unveiling Resistance: Strategies for Effective Change Management in Organizations. Academic Journal of Management and Social Sciences, 7(3), 157-160. https://doi.org/10.54097/y3ycxb90