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Change management (CM) is a discipline ... of their organization's employees on the change. Effectively managing ... resistance from the employees of companies and ...
The use of such initiatives may be referred to as diversity management. [1] [3] Scholars note the presence of resistance to diversity before and after the civil rights movement; as pressures for diversity and social change increased in the 1960s, dominant group members (i.e. Whites) faced workplace concerns over displacement by minorities. [4]
The formula for change (or "the change formula") provides a model to assess the relative strengths affecting the likely success of organisational change programs. The formula was created by David Gleicher while he was working at management consultants Arthur D. Little in the early 1960s, [1] refined by Kathie Dannemiller in the 1980s, [2] and further developed by Steve Cady.
Employees’ resistance to change: Employees may resist job rotation due to unfamiliar roles, anxiety or lack of motivation to learn new tasks. [ 18 ] [ 19 ] Some employees may feel protective of their current role, especially if they have developed expertise and derive personal satisfaction from their position.
The types of issues that cause employees to dissent vary. The majority of employees expressed dissent due to resistance of organizational change. Other factors include employee treatment, decision making tactics, inefficiency, role/responsibility, resources, ethics, performance evaluations, and preventing harm (Kassing, 2002).
However, if the leverage points associated with the root causes of change resistance exist and can be found, the system will not resist changing them. This is an important principle of social system behavior. For example, Harich found the main root cause of successful systemic change resistance to be high "deception effectiveness."
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In a 1979 article for Harvard Business Review, consultants John Kotter and Leonard Schlesinger presented co-optation as a "form of manipulation" for dealing with employees who are resistant to new management programs: Co-opting an individual usually involves giving him or her a desirable role in the design or implementation of the change.
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