Employee Resistance To Organizational Change

Bateh, Justin; Castaneda, Mario E.; Farah, James E.

doi:10.19030/ijmis.v17i2.7715

Cited by 38 publications

(31 citation statements)

References 13 publications

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“…In this dynamic environment, a healthcare organization's agility to change is key to its survival 1,2 . Whether planned organizational initiatives or spontaneous evolutions, nurses and nurse leaders are working in complex, challenging environments that can be unpredictable and difficult to preemptively manage 3 . Due to these challenges, it is estimated that more than half of organizational change projects are unsuccessful, 3 and even the most experienced leaders are vulnerable to this failure rate.…”

Section: Introductionmentioning

confidence: 99%

Resistance to change: A concept analysis

DuBose

Mayo

2020

Nurs Forum

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The purpose of this concept analysis is to explore the concept of resistance and provide an operational definition for nurse leaders. While resistance has been deemed a major barrier to the implementation of successful practice change in popular literature, specific evidence as to how it is a barrier within health care organizations is lacking. The Walker and Avant model of concept analysis was used to analyze the concept of resistance. Literature searches utilized the Cumulative Index for Nursing and Allied Health Literature (CINAHL), PsychARTICLES, and Google scholar. Resistance is defined as an individual's behavior in response to perceived or actual threat in an attempt to maintain baseline status. It may be preceded by and amplified through mistrust, fear, and communication barriers, ultimately influencing the implementation, quality, and sustainability of the change. Historically resistance has been viewed with negative conations due to its potential impact on organizational success. However, resistance is a normal response to a threat to baseline status. Nurse leaders prepared with knowledge of resistance, including the antecedents and attributes, can minimize the potential negative consequences of resistance and capitalize on a powerful impact of change adaptation.

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Section: Introductionmentioning

confidence: 99%

Resistance to change: A concept analysis

DuBose

Mayo

2020

Nurs Forum

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“…There was a clear difference in the opinions about the establishment of the generic call-centre between employees at the two different call-centres in this study. One likely reason is that those working in the safety alarm service already worked with only call handling, while the OOH-GP employees were most likely to experience the greatest change in their current working situation [ 19 , 20 ]. Resistance to change might amongst other things originate in a fear of the unknown, loss of identity and breach of a psychological contract; “this is not what I was hired for” [ 19 ].…”

Section: Discussionmentioning

confidence: 99%

A qualitative study of employees’ opinions on establishing a generic call-centre

2017

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BackgroundTo investigate opinions among employees at an Out-of-Hours general practitioner (OOH-GP) service and a safety alarm service about the establishment of a generic call-centre.MethodsQualitative study using individual and group interviews with 14 employees and managers involved in preparation of a merge into a new generic call-centre. They were asked about their opinions towards establishing a generic call-centre where all contact about unplanned health inquiries from the public had to be done by telephone and how to solve more requests on the phone. Data was analysed thematically.ResultsParticipants who alternate between call handling and direct patient contact (personnel at the OOH-GP) believed that just handling calls would be monotonous, less challenging and provide poorer quality. This was not supported by those working at the safety alarm service. There were different opinions about introducing mandatory use of decision support system for all inquiries, but it was a common understanding that it would lead to more patients in need of face-to-face consultations due to over triage. To solve more requests on the phone participants believed a public information campaign was required, that GPs received more of the emergency requests within their ordinary working hours and having salaried doctors in the OOH-GP service.ConclusionIn the participants’ opinion, successful establishment of a generic call-centre depends on the employees’ possibility of direct patient contact, clarifications on the use of decision support system and good information to the population.

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“…Scheduled top-down changes in an organization usually causes intense reactions, originated mainly from syndicates or workers' associations, expressing worries about how the pending changes can affect the worker (Bateh, Castaneda, & Farah, 2013). The reactions appear as "resistance to change" and they are mainly driven by the anxiety and the concern of the organization members regarding the stability of their job position and their professional development.…”

Section: Reforms and Resistance To Changementioning

confidence: 99%

Rethinking Educational Reforms Through a Complex Dynamical Systems Approach: Preliminary Report from an Empirical Research

Tsiouplis¹,

Stamovlasis²

2019

NEJCS

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Literature on educational reforms is rich of cases where changes have been attempted, without however to attain success. Likewise the Greek education system had experienced a lot of reforms, most of which have failed to make the intended changes and they attenuated shortly after their implementation or they ceased at the stage of legislative planning. On the other hand, the traditional research have failed to develop a coherent theoretical perspective and provide satisfactory interpretations of the perpetually unsuccessful reforms. This paper is part of wider project which attempts to address the above issue following the Complex Dynamical Systems (CDS) perspective, that is, by fostering the CDS epistemological assumptions and applying nonlinear methodological approaches. This endeavor focuses on teachers' readiness for change and explores the dimensions of the resistance to change related to the values, attitudes, dysfunction beliefs and planed behaviors of teachers. Given that the project is still ongoing, here, only the outline of the research design and the strategy followed are discussed along with some preliminary findings. At a first stage, the investigation implemented focus-group settings to reveal clues of those dimensions. The recorded data were analyzed via orbital decomposition analysis (ODA), a method designed for categorical time series and discourse analysis. Some of the crucial dimensions of resistance-to-change were subsequently measured via a survey instrument and were used to predict teachers' position with linear and nonlinear models. Statistical analysis showed that the cusp catastrophe model was superior to the linear alternatives and revealed discontinuities in teachers' positions, while certain variables proved to be bifurcation factors. The implications of these findings are discussed, while methodological aspects of ODA and catastrophe theory modeling are briefly presented. The present work sets a framework for the application of complexity theory and nonlinear dynamics in organizational theory of educational change.

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Employee Resistance To Organizational Change

Cited by 38 publications

References 13 publications

Resistance to change: A concept analysis

Resistance to change: A concept analysis

A qualitative study of employees’ opinions on establishing a generic call-centre

Rethinking Educational Reforms Through a Complex Dynamical Systems Approach: Preliminary Report from an Empirical Research

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