Change this essay, the two approaches of resistance to

Change
can be defined as Phenomenon in which the things move from present scenario to
future. There are so many parameters by which the resistance to change happens:
the fear of losing power, fear of discomforts and fear of unknowns (Jabri, 2012). The employees are
prone to resist the change, but resistance is often demonized by the managers
or by change agents. They think resistance as a problem that must be managed ay
either way. Therefore, they use various means of power to cope up with it. As
the result the employees find many difficulties to survive in the organization.
But this problem can be smoothly handled if suitable actions (implications) can
be taken by the change management team in such a way that employees find their
participation in any of the decisions made by the managers or change agents. Apart
from it, the two views of the management: demonization and celebration to
resistance are also discussed in the paper.

In
this essay, the two approaches of resistance to change are critically evaluated
by providing various concepts and theories of different studies. Generally, the
higher authorities or managers find pretty difficult to cope with the
resistance offered by the members (workers) of the respective organization. At
the end critical perspective is formed and the relation between power and
resistance is defined and evaluated. Moreover, ethical issues associated with
power and resistance are evaluated and how ethical dilemma created among the
employees due to this connection in an organization.

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Explanation about the Concept

 However, it is wisely said that not all change
is good and not all resistance is bad and therefore sometimes it is good to
resist the change because the resistance prevents the organization from being
downsized (Anderson & Aaron, 2011). Furthermore, many
researchers claim that resistance to change is not automatic, but it is the
uncertainty which is responsible for the resistance to change as uncertainty to
the change causes people to leave their jobs, fear to lose their jobs, fear to
adapt to new plans and schemes and fear to lose comfort zone (Jabri, 2012).

According
to Thomas and Hardy (2011), change management is most critical and important
part of any corporation because it has to deal with the implementation of
change, overcoming the resistance of change. But the managers and change agents
find the resistance as hindrance to change implementation and their change
management agenda (Edmonds, 2011). However, demonizing
and celebrating change are two major approaches to resistance of change. The relation
between both approaches to power and how can power be utilized by management to
carry out the changes and the consequences on the organization after
implementing the change by management should be considered (Thomas & Hardy, 2011). Thomas and Hardy
(2011) investigates the reasons and critically evaluated the resistance to
change and its effects on the organizational development (OD).

The
resistance to change is not only one-way phenomenon i.e., the resistance to
change is considered as positive as well as negative approach. The major
reasons of the resistance offered by the people to the change are fear to
unknown, loss of status or job security, grief and to be powerless. Power is
used by the managers or change agents to implement the change as they see the
resistance as an obstacle on the way to success of firm. In short, they look it
as a scientific objectivism rather than social constructionism. However, the
problem of resistance to change can be deliberately managed if the members of
organization are involved by them and then resistance can be overcome with
mutual understanding of employees and the change management.  (Ford, Ford, & D’Amelio, 2008).

Demonising view

It
has been observed so many times that resistance to change is seen as obstacle
by the managers in the way of the decision making of the change management. They
consider it as the problem, but it has to be managed otherwise the company can
face losses.

According
to Thomas and Hardy (2011) the first approach to cope with the resistance to
change is by demonizing the resistance by managers in which they use the power
against employees to accept the change forcefully. Therefore, they use whatever
means due to their power to prevent the resistance.  This approach was pretty encouraged by the
change management team of almost various organization in 1980-1990’s period.
But afterwards they realised that involvement of the employees is very
important in the decision of management otherwise they have to face the
resistance which can hamper the initiative of the change management (Thomas and
Hardy, 2011).

In
change management, the managers use various strategies to prevent or stop the
resistance of the employees (Furst & Cable, 2008). The biggest reason
is that the change agents think the employees are denied changing in the
organization which ultimately effect the effectiveness and productivity of the
firm. According to Furst and Cable (2008), they feel employee resistance as
futile and useless burden on their organization therefore they tend to change
it by any means , for example, by cooperation, legitimization, sanctions, etc. In
short it can be stated that Power and resistance has relation as to resist the
change employees need power and to stop the resistance, change agents or
managers need power (Erkama, 2010).

Jabri
(2012) stated revealed that managers and change agents often demonize the
resistance to change because they want to resist their resistance before it
become voice of each employee. Generally, employees critique the change of
management by resigning from the job and going on strike

Celebrating View

In
present scenario the resistance is seen as massive challenge on the way to
success. However, the conditions are changing day by day. The managers or
change agents see employees’ resistance as opportunity to learn from their
desires and expectations rather than demonising it.  (Jones & Van de Ven, 2016).

Burke
(2008) stated that not all changes are bad and not all resistances are good.
Therefore, change agents have to recognise the consequences of the change they
are going to implement in organization. Jennifer Selby Long (2009) compared it
with bacteria in body of human. Some of the bacteria are good for our health
while others are harmful. Likewise, resistance and change have pros and cons to
any organization. According to Thomas and Hardy (2011 rather than demonising it
should be celebrated by involving the employees in it.