Resistance to Change

Introduction

A classic study of organizational change is keenly aware that individuals and / or groups may resist. The influential social psychologist Kurt Levin has developed what he called the force-field analysis of organizational change. Links physics metaphor of the primary actions and reactions, Lewin proposed a change agent for the calculation of forces that favor or against the changes. While the forces of resistance may be related to factors such as uncertainty or high risk behavior and attitude of employees in particular stand out as a persistent obstacle. In order to unfreeze, change, and to freeze the organization, managers should strengthen the drivers of change and reduce or eliminate the forces opposing it (Bridges, 85).

Organizations are experiencing a paradigm shift in the development of their information systems: from data to processes. The aim pursued by this is emphasize business processes to achieve architectures more agile and flexible, adaptable the continuous changes that occur in markets in which organizations develop your business. The management goal is to wean business process applications, for any change in the logic Business does not affect the application code. For this purpose, they use the management systems business processes (BPMS). It is a revolution similar to that produced by isolating the management of application data, with the arrival of the databases and the relational model. This paper discusses the affect that the information technology has on the organizational efficiency and the resistance organizations have in the implementation of information technology.

Resistance

One of the great difficulties of achieving change in the institutions concerning new developments in information systems is political resistance to any significant organizational change that may occur. Major changes are those that directly affect who do what to whom, when and how. Organizational culture is a powerful disincentive to change, especially the technological nature. Any changes will meet stiff resistance (Davenport, 56).

The Change Process

Change is a process that involves termination of the status quo, moving through the neutral zone, and then will be a new beginning. The end is one of the most difficult parts of the change process: it is when people are asked to release the past. Why do employees resist change? Resistance is sometimes due to frustration, but it is often caused by fear: fear of the unknown, fear of loss, or fear of inadequacy. How do people resist change? Separate exhibits disbelief, some displaying anger, and show their disappointment in the company and its leadership. Some people become discouraged, and others to commit hostile acts, including sabotage. Nevertheless, the reactions of leaders who look and cover have permission, acceptance, and optimism (Hardt, Negri, 78).

Change and Leadership

"Change the game today, and who cannot cope with it actually not around long" (Bridges, 85). The key becomes helping workers to distinguish between the necessary changes and modifications to the changes. "Effective leadership requires the use of the four" P, “one goal, one picture, plan, and the role (Hirschman, p102-105). Communication with the aim of building or good reason why changes are needed is one ...