Decoding Resistance to Change  

Oleh:

Ford, Jeffrey D. ; Ford, Laurie W.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 87 no. 4 (Apr. 2009), page 99.
Topik: Resistance; Change; Initiatives; Managerial Behaviors

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.38 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When change initiatives run aground—as they so often do—change agents can be quick to point a finger at the people who never got on board. The assumption is that they resisted a perfectly logical move, so it fell apart. However, blaming resisters not only is pointless but can actually lead to destructive managerial behaviors. When managers perceive resistance as a threat, they may become competitive, defensive, or uncommunicative. They are sometimes so concerned with being right—and not looking bad—that they lose sight of their original goals. In stubbornly pushing things through without understanding the resistance, they sacrifice goodwill, put valuable relationships in jeopardy, and squander the opportunity to engage skeptics in service of a better plan. They don’t hear about missing pieces and faulty assumptions. And, in true us-versus-them fashion, they presume that only the other folks—the resisters—need to alter their behavior and that the change would succeed if not for the resisters’ irrational and self-serving actions. It’s true that resistance can be irrational and self-serving. But like it or not, it is an important form of feedback. Dismissing it robs you of a powerful tool as you implement change. It takes a strong leader to step up and engage when a change effort meets with pushback. If you can gain perspective by paying attention to, understanding, and learning from behaviors you perceive as threatening, you will ultimately deliver better results.

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