Do We Have Resistance To Change

Deputy Superintendent Hayashi challenged the leaders to “Embrace change as an opportunity,” however, change is challenging because it requires changing people’s behavior. In Switch, the authors share the following three-part framework to guide us in situation where we need to change behavior: Direct the Rider, Motivate the Elephant, and Shape the Path.

We all recognize that change comes at a cost and that at each crossroad we have the opportunity to determine which road to follow. We can accept challenges, making them work to our benefit, or we can resist progress.

Our textbook lists the four major reasons for resistance to change as inertia, misunderstandings, group norms and balance of power. Misunderstandings, while difficult to recognize and overcome, can be handled through training, by clearly stating the changes made and the expectations of the department, and by establishing a clear line of communication between officers and superiors. The department can handle group norms resistance by allowing officers to participate in the planning and implementation of the approaching changes. The balance of power is a struggle faced by many departments, and it can create significant resistance to change. Anytime a department is attempting to make a change to an officer autonomy or power there will be resistance, however, by factoring in this resistance and clearly establishing roles and role expectation,

Some reformers who initially appeared to have failed eventually had their ideas proven. Those that unfortunately did fail presented evidence of “the difficulties of changing a profession’s trajectory, even when the evidence clearly supports s need for change” (Longest & Darr, 2008, p. 309). When those reformers are striving to make improvements or changes, this is often met with resistance from others. “Codman’s reforming efforts brought him mostly ridicule, poverty, and censure” although this did not stop him (Longest & Darr, 2008, p. 310). This can affect other reformers from wanting to voice their ideas or concerns due to the type of treatment they may receive.

I think change should be feared and resisted depending on the types of changes and why they are happening. I think this because there are good changes and there are bad changes and you can’t avoid all of them because you would end up missing out on a lot of things. You also cannot accept every change because you could end up in situations that you would not like to be in. In the story the humans are changing into martians. I think that this change should be feared and resisted because the people in the book have no idea what the effects of this change could be. An example of a good change would be an adult getting a new and better job. This would be a bad change to fear and resist because you could be missing out on a great opportunity. In

Encouraging and empowering staff to look outside the box and challenge practices to find better quality decisions starts by offering formal but also informal education and learning. Transformational leaders are able to “encourage the proposal of new ideas by empowering staff to approach problems in new ways using evidence-based practice” (Gheith, 2010, p). To develop this skill, I must further step outside the box and look to gain knowledge. Researching, attending educational workshops and questioning certain practices will allow myself to feel confident in my ability to look outside the lines and question the effectiveness of current practices. The ability of a transformational leader to empower followers to question their beliefs and look outside the box stems from their own skill to do the same. To enhance my skills of innovation, I will further research and educate myself to be able to increase the effectiveness of my ability as a leader to empower my followers to do the

Main Idea 1: People hold themselves back too much, and it causes them to not grow.

“There is no escaping change- except for death! Thus it makes good and prudent sense to learn as much as on can about the nature of change, including how to embrace it and how to maximize positive changes”(Porter_ O’Grady & Malloch,2016.p.4). It is important for a leader to understand her own philosophy of innovation and leadership to be effective in the workplace. In this course, I learned how to develop my philosophy of innovation and leadership, and how to create my own personal mission based on my ethics and core values to be effective DNP leader in the future.

I define resistance as not wanting to change. For example a group member ordered by the courts to participate in so many group sessions. Resistance is a useful concept because it cannot be dealt with properly until the emotional force behind it is understood. It is good for group leaders to restate what each group member is saying in a way that will cause less resistance. Co-leaders can use metaphors as a way of talking about experiences that stimulate reframing, as communication to overcome client resistance. I think when clients are involved in a group setting that facilities change, client resistance is probably not far behind. All group leaders should create a safe environment that allows clients to explore their defenses and resistances

Susan, I read your summary reaction response for part three of the book, “Immunity to Change” and was a bit confused. I was confused because you were stating that the summary reaction response you were submitting was for part three of Immunity to Change but on blackboard it was stating that the paper you were posting was for “Beyond the Wall of Resistance”. However, once I started to read it and saw your comments about gut, head and heart, and hand, I realized it was your reaction response to “Immunity to Change’.

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

Others take a more maverick way to deal with contemplating imperviousness to change, contending people responses are exceedingly intricate and shift extraordinarily. One supporter of such believing is Shaul Oreg who suggested that imperviousness to change is construct both with respect to identity furthermore the connection in which the change happens. In his starting study (2003) he created and tried a scale called the "Imperviousness to Change Scale" (RTC) which he conceptualized as a stable identity characteristic. In his taking after study he found a positive and noteworthy relationship between the people's RTC score and their emotional and behavioral imperviousness to a specific authoritative change they were liable to.

How then do those leading educational change demonstrate understanding and encourage movement beyond these fears and this resistance? Fullan & Hargreaves (1998) have as one of their guidelines for leading change, ‘move toward the danger in forming new alliances ', and Fullan (1993) has as one of his eight basic lessons of the new paradigm of change, ‘ Problems are our Friends '. Clearly trying to ignore the fears and avoid the resistance will not create a healthy, viable change. I have found that often people who resist or fear a change, when approached for their perspective and understanding on the proposed innovation can begin to realign their position and become advocates for the change, when they sense a feeling of connectedness with the change. Wheatley (1999:5) supports this when she says "To make a system healthier, we need simply to connect it to more of itself. This means meeting together with those we have excluded or avoided, those we never dreamed were part of our system of shared interest."

Throughout the existence of man, a desire for change has been ever present. The proof for emotional transition is reflected through creative mediums such as prose. To answer such a question, “Is change possible”, the analysis of an exampled work would serve helpful. To fully understand if change is indeed plausible, the examination of how a common person would attempt such a task is necessary.

A long time ago, there was this organization that prohibited their individuals from learning anything new. In fact, the learning was not even allowed in the vocabulary of the employees or the stakeholders vocabulary. The business started to fail, and they wondered why the business was failing. They believed the old way of doing things would help them to increase their productivity and their bottom line. If they were to follow the items of the past and present, then they would have everything they needed to be a productive business. However, the more they used the past techniques, the more they were drowning. They needed to figure out what they could do to help their organization turn around. A young employee decided to risk everything he had and approach the boss to discuss the issue. The young employee stated that if he could have only one year to turn the business around, he would be willing to give up his job if he failed. The CEO agreed to allow this young employee the opportunity to turn the business around.