Resistance to changes is a fascinating experience, which is frequently quoted as the foremost reason developments and change agenda do not deliver the result they were planned to (Reich, 2007). At its hub, resistance to changes is a tag applied to people who seem disinclined to embrace change. However predominantly, it is not the change itself that groups refuse to accept. They oppose resist because they panic that they will not know how to become accustomed to the novel ways.
The introductions of the walky-talky gadget by the company management for workers to communicate within themselves, yet the workers find it as a hard task going around with the gadget. It is a good example of a change in the information technology project. However, after it was properly presented and explained, the users agreed that the proposed changes would be good. Nevertheless, apart from a good introduction of the new item, it was also inexpensive, easy to measure the benefits in time efficiency and money and ultimately easy to try and abandon if it does not seem to be working out. These created political debate within the organization as some workers opposed the changes while others totally disagreed with the changes.
Probably the most important consideration in managing resistance to change is how to develop dedication to the new way of doing things. The manager had a well planned out strategies for feedback and input, the willingness to compromise, and the possibility of work group. You can apply these strategies, by justifying why change is necessary, taking time to slow down or prioritize and create supporting plans and lastly you can involve employees listen and gather feedback. The project succeeded at long last because; there was an expectation that it might occur, and the issue was formally addressed.
New ideas, measures and technology involve risk and it is not possible to always succeed. Good decisions can have bad outcomes (Thomas & Hardy, 2011). The more a new idea is compatible with past procedures, techniques and values of a project the more likely project is to adopt it.
References
Reich, B. (2007). Managing knowledge and learning in IT projects: A conceptual framework and guidelines for practice. Project Management Journal, 38(2), 5-17.
Thomas,R. & Hardy, C. (2011). Reframing resistance to organizational change, Cardiff Business School. Scandinavian journal of management, 27: 322- 331. http://www. elsevier.com/ locate/ scanam.
