Resistance To Change – Term Paper Example

Resistance to change Resistance to change Resistance to change in health organizations take many forms. For instance, resistance canbe characterized by resentment, dislike, and interfere with the change process. Therefore, there is the need for individuals in management positions to implement effective strategies geared towards the facilitation of change. At times, employees may fail to abide with the laid down strategies for change, be unreceptive, and show the inability to employ appropriate abilities and information acquired through training in a bid to facilitate change (Oreg and Sverdlik, 2011).
According to Marquis and Huston (2012), comprehending the fact that change may be resisted within a healthcare institution is imperative for health care managers. This enables them to incorporate appropriate systems within the healthcare institution to ensure that each and every employee as well as other stakeholders acquaint themselves accordingly with their roles and responsibilities in the change process. It also helps the healthcare managers to recognize the need for all employees to understand why change is needed. This is attributed to the fact that one of the main causes of resistance to change may be due to poor communication that created insufficient understanding of the need for change.
Identifying all the loopholes that may lead to resistance of change is also of significance to healthcare managers as it helps them identify the need to ensure that the intended change incorporates the contributions of all those involved and it has reflective benefits to them. In other words, resistance to change shows the need for collaboration , teamwork, or involvement of all stakeholders from employees, patients, and the community in general. Change is geared towards the advancement, progression, and improvement of health services (Marquis and Huston, 2012). This means the general community is the beneficiary of the change hence it is imperative to involve them.
References
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (Laureate Education, Inc., custom ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Oreg, S., &Sverdlik, N. (2011). Ambivalence Toward Imposed Change: The Conflict Between Dispositional Resistance to Change and the Orientation Toward the Change Agent. Journal of Applied Psychology.doi:10.1037/a0021100