Modeling the cultural dynamics of resistance and facilitation

Abstract

Purpose – The purpose of this paper is to clarify the role of organizational culture in governing the dynamics of resistance and facilitation of change by explicating the operational mechanisms underlying the Model of Organizational Change in Cultural Context (OC3 Model). Design/methodology/approach – A conceptual definition of facilitation is introduced that parallels the psychosocial construction of resistance, while departing from traditional views that cast these constructs as polar opposites. Within the context of the OC3 Model, a multifaceted perspective on organizational change is advanced in which facilitation takes place alongside of, rather than in the absence of, resistance. Findings – Two sources of resistance and facilitation are delineated, both stemming from the degree of cultural alignment of the content (strategic initiatives) and process (implementation strategies) elements of strategic change. The dynamic interplay of these independent sources of resistance and facilitation is explored within the context of the OC3 Model where the consequences of cultural alignment or misalignment are considered with respect to change implementation and linked to established theory and empirical evidence. Four interaction effects emerge from this analysis: augmentation, undermining, prevailing and immunity. A visual model illuminating the countervailing effects of facilitation on resistance is provided, along with illustrative examples derived from multiple ethnographic field studies. Practical implications – Theoretical and practical implications of these interaction effects for advancing scholarship and leading organizational change are explored. Originality/value – Articulating this theoretical extension of the OC3 Model provides a valuable corrective to extant theories of change that afford equal importance to all culturally embedded sources of resistance and fail to account for the counter balancing effects of facilitation.

Examining the Effectiveness of Strategies Developed to Create an Error Reporting Culture

“…The OC 3 Model, used in our study to develop a culture of reporting, is based on open systems theory and includes feedback loops that encourage an organizational balance throughout the process of change. These loops constitute the 3 spheres of the model, which function interdependently: leadership, change management, and organizational behavior 35,36 . The OC 3 Model aligns well with the aim and focus of this study.…”

Strategies to Implement the Baldrige Criteria for Performance Excellence

“…When alignment does not exist within interactions with differing areas of an organization regarding a change, resistance to the change occurs (Latta, 2015). The business leaders focused attention on the continuous improvement of current processes rather than the undertaking of a new system that would need change management using human resource practices beyond what they were already using.…”

“…Organizational transformational activities at times create misalignments between work expectations and individual definitions of self as related to work (Williamsson et al, 2016) [63]. When alignment does not exist within interactions with differing areas of an organization regarding a change, resistance to the change occurs (Latta, 2015). In both instances, the business leaders mitigated this resistance by systematically improving current processes, goals, and action plans using the criteria structure as a model.…”

Strategies to Implement the Baldrige Criteria for Performance Excellence

“…Organizational transformational activities at times create misalignments between work expectations and individual definitions of self as related to work (Williamsson et al, 2016). When alignment does not exist within interactions with differing areas of an organization regarding a change, resistance to the change occurs (Latta, 2015). The business leaders focused attention on the continuous improvement of current processes rather than the undertaking of a new system that would need change management using human resource practices beyond what they were already using.…”

“…Organizational transformational activities at times create misalignments between work expectations and individual definitions of self as related to work (Williamsson et al, 2016) [63]. When alignment does not exist within interactions with differing areas of an organization regarding a change, resistance to the change occurs (Latta, 2015). In both instances, the business leaders mitigated this resistance by systematically improving current processes, goals, and action plans using the criteria structure as a model.…”