Resistance becomes extreme some form of the

This preview shows page 8 - 10 out of 10 pages.

resistance becomes extreme, some form of the explanation or implementation has not been done successfully. Also, having no resistance means that the organization has been overly-complacent and overly-stabilized in their thought processes. If resistance happens, leadership must assess whether they have stirred up these emotions as a result of not communicating well. They in-turn render their organization powerless to address the needed change and to better position it for success in their respective industry. ConclusionOne of the most notable facts about change is that will focus on an organization’s change through the lenses of what is a critical priority, and this will be measured in each event or activitydone by the organization. It must be understood that self-perseverance and self-interest are in fulleffect during change implementation as all followers will view the change from the standpoint ofhow they will be affected individually. Leaders must remain sensitive to how their followers feel during what could be deemed as an uncertain time in their career. If not, they may receive resistance as followers may not fully understand how the change is beneficial, so they may be preoccupied with merely surviving. When this mentality is active, the organization is not the firstpriority or thought for followers, which means business may wane. Orlitzky (2005) contended that success happens when leaders possess a clear understanding of the humanity of change management. They must remember that there are people in the organizations who are involved; not mere human capital but people who have
FOUNDATIONS FOR CHANGE9families and who have true emotions - fears, worries, and anxiety, and the onus is on the leader to help alleviate those by communicating, by using data, and by choosing the proper timing for the change. When this is done, followers will know they are valued and that they matter in the big picture of the vision and subsequent change.
FOUNDATIONS FOR CHANGE10ReferencesAldrich H.E. & Fiol, C.M. (1999). Fools rush in? The institutional context of industry creation. Academy of Management Review. 19. 645-670.Berger, A. & Udell, G. (2002). Small Business Credit Availability and Relationship Lending: The Importance of Bank Organizational Structure, Economic Journal.Heaton, H.B. (1998). Valuing Small Businesses: The Cost of Capital. Appraisal Journal.Hisrich, R.D., Michael. P.P. & Dean, A. (2010). Entrepreneurship. New York: McGraw HillKuratko, D.F., & Hodgetts, R. M. (1998). Entrepreneurship: A Contemporary Approach. The Dryden Press, Harcourt Brace College Publishers.Sahlman, W. A. (1990). The structure and governance of venture capital organization. Journal of Financial Economics.27. 473-521 Schilit, W.K. (1990). The Entrepreneur's Guide to Preparing a Winning Business Plan and Raising Venture Capital. Englewood Cliffs, NJ: Prentice Hall.Stevenson, H. (2006). A perspective on entrepreneurship. Harvard Business School. 384-131.

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture