Reply to student postings

Please, answers each question (word minimum: 175). When writing your answers, please incorporate both the literature and your unique perspective. In case you cite the scholarly work, don’t forget to add the references (in adherence to the APA 7th style). You also need to reply to one of your peers’ postings. A short reply (for example, ‘Sounds great, ‘I agree with you’) will not be counted! In your replies to other students’ postings, please share your perspective or what you learned from others’ postings.

Reading/References are below to help aid in answering the questions please reference 2 of them

  • Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. The Academy Of Management Review, 33(2), 362-377
  • Kim, T. G., Hornung, S., & Rousseau, D. M. (2011). Change-supportive employee behavior: Antecedents and the moderating role of time. Journal of Management, 37(6), 1664-1693
  • Oreg, S. (2013). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693

Discussion Questions: (word minimum: 175)

From this week’s readings, do you buy Ford et al.’s contention that resistance is a form of change? And, if change is a transitional process, as Kim et al. suggests, aren’t we always in some state of change? In guiding ourselves and others through change processes, how do we determine when is the right time to cast change into action, and how do we know if the pace of change is too fast or too slow?

REPLY TO THE POST BELOW (Minimum 100 words) share your perspective or what you learned from this postings.

by Sheniquia Brumfield 

From this week’s reading, I concur with Michel et al.’s contention because resistance is an inevitable consequence of change. Ford et al. (2008) suggest that change agents can use resistance as feedback from change recipient’s engagement by listening to them keenly. Change is a transitional process because an effective change process takes time, and it is implemented through the planning and organizing of change agents before the actual change occurs (Oreg, 2003). In our daily routine, we experience both internal and external environment measures and forces that are likely to trigger a change process. As Kim et al. suggest, we are always in some state of change since we have future goals that we desire to attain. Change moves from the current state through a transition state to a future state. Therefore, it is a continuous process to achieving the desired outcome. In guiding ourselves and others through change processes, the management needs to give us enough time to understand the benefits and risks involved before implementing the change. Therefore, the change should be enforced when everyone feels engaged and ready. Sudden change implementation may increase employee resistance to change (Ford et al., 2008). 

 I need to know my team’s pace to establish if they can handle change or not. Having an engaged and satisfied team shows it is the right time to cast change into action. We can know the pace of change is too slow if the change becomes non-competitive, irrelevant or fails, and the ability to change is diminished. But by moving slowly also reduces the risk of making mistakes. Oreg (2003) argues that moving too fast to implement an organizational change can increase the probability of errors. If I move too fast, I may leave the change recipients behind or disenfranchise my team.