Change Building Support Tavares, T. Research Paper

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The commonly-cited approach to deal with resistance to change is to "highlight the risks of clinging to the status quo and to be forthright about the uncertainty of the future when introducing employees to the proposed changes, which assumes that employees can rationally predict and understand their interests (Tavares 2009, p.11). Furthermore, employees are often justifiably suspicious of change, given that their personal interests and management interests may not be aligned. The recent series of debacles in the technology sector, the American auto industry, and the financial services industry are all testimony to this fact. Thus finding a true 'change management' approach that is demonstrably effective remains elusive: furthermore, managers often have trouble understanding why certain changes do work. This confusion has shifted theorists' emphasis back to leadership at top -- in other words, the idea that if people won't change, managers must change people.

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And sometimes "in unusual cases, a new leader arrives or a team jells and the speed and flexibility of organizations improve dramatically" (Tavares 2009, p.11). However, "unfortunately, experts disagree about what is behind these shifts: culture, leadership or employee engagement" which results in such wide-spread acceptance of change (Tavares 2009, p.11).

Reference

Tavares, T. (2009, September).….....

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