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Resistance (also referred to as backlash) to diversity efforts in organizations is a well-established and ubiquitous phenomenon [1] [2] that may be characterized by thoughts, feelings, or behaviors that undermine the success of diversity-related organizational change initiatives to recruit or retain diverse personnel. [2]
When faced with a resistance to change by individuals, there are many strategies to get individuals to change. Morten T. Hansen proposed the following ten methods to induce personal change. [49] Embrace the power of one – Focus on one behavior to change at a time. This is because people are not good at multi-tasking.
Employee engagement depends on managers, and effective managers are committed to diversity. In a global survey of more than 50,000 employees, the Corporate Leadership Council found that employees’ commitment to their managers was a critical factor in engagement. The converse was also true: the manager was a crucial enabler of engagement.
Inoculation is a theory that explains how attitudes and beliefs can be made more resistant to future challenges. For an inoculation message to be successful, the recipient experiences threat (a recognition that a held attitude or belief is vulnerable to change) and is exposed to and/or engages in refutational processes (preemptive refutation, that is, defenses against potential counterarguments).
Sharawn Tipton is LiveRamp's top people and culture exec and part of BI's Workforce Innovation board. She highlights the value of AI and a diverse workforce for companies navigating rapid change.
A way to implement a change is to connect it to organizational membership. People may have to be selected and terminated in terms of their fit with the new culture. [75] Encouraging employee motivation and loyalty is key and creates a healthy culture. Change managers must be able to connect the desired behavior and organizational success.
Employers' gripe with young people today is their lack of motivation or initiative—50% of the leaders surveyed cited that as the reason why things didn’t work out with their new hire.
Lipman-Blumens' core focus was on investigating why people will continue to follow and remain loyal to toxic leaders. She also explored why followers often vigorously resist change and challenges to leaders who have clearly violated the leader/follower relationship and abused their power as leaders to the direct detriment of the people they are ...