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ABSTRACT
Resistance to assertive organization change is inevitable because people are asked to reexamine and modify their behavior, which breeds resistance. Resistance serves to maintain equilibrium until the reasons for change are both conscious and compelling. Instead of accepting people's feelings as excuses, persistently push for what you know needs to happen in the face of today's harsh realities. Provide clarity, time, support, and the stability of a persistent message. J Am Diet Assoc. 1997;97(suppl 2):S145S147.
Some leaders become upset with managers, physicians, and others who resist organizational change strategies, while other leaders see resistance as an indication that they may have done something wrong strategically. The tact is, resistance to assertive organizational change is inevitable because people are asked to reexamine and modify their behavior, which breeds resistance.
Who is responsible for overcoming resistance? Responsibility begins with the people who have the vision. It then becomes shared, but ultimately rests on the resister. Leaders need to take proactive and reactive steps to handle resistance.
RESISTANCE TAKES MANY FORMS
The following are examples of possible resistance:
* George is a senior manager who gives lip service to your strategy. He's a hard-line manager who lives by the adage, "Do as I say, not as I do." He expects employees to conform to new expectations and be enthusiastic about them upon demand and with minimum concrete training or support.
* Helen always has an excuse. The other patient, the other tech, the other department is always the cause of whatever problem is at hand. She is quick to point the finger at everyone but herself. She reacts the same way to your quality strategy. She thinks she's exemplary; other people cause the problem.
* Wanda keeps you wondering. Sometimes she seems to be an enthusiast and sometimes the barrier to action. She is inconsistent and seems to have no core commitment. a Sandy feels insulted by the concept of the leadership setting service standards for the organization. She has seen herself as a superstar for years, with good values learned at home. She resents pressure to do better.
* Larry works in engineering. He doesn't see the point of involving everybody in your quality strategy because he doesn't serve patients and he's busy.
* Your...