Review of the main sources of organisational resistance and how such resistance could be managed: Critical Analysis of Volta River Authority and Ghana Maritime Authority

Abstract

Change has become inevitable in this global world making it imperative for organisations to change. Whatever form the change takes the individuals affected must be willing to accept the change. This research paper analyses resistance in two public organizations i.e. the Volta River Authority (VRA) and the Ghana Maritime Authority which occurred between 2003 and 2018. This paper dwells on Lewin's force field analysis of driving and restraining forces, and identifies reasons why resistance occurred in these two organizations during the period identified. Theories of Resistance identified as cognitive dissonance, the depth intervention, violation of the psychological contract and/or dispositional resistance in the form of inappropriate management style and leadership (Burnes, 2017) are discussed,. It has been found that Resistance to change is not uniform among human beings. Reasons for resistance are identified and strategies to overcome resistance are proposed. Lewin's three step model of Unfreeze, Change, and refreeze are revisited and Kotter's six ways of overcoming resistance are reviewed. Evidence gathered indicate that resistance occurred in these organizations mainly because of inappropriate leadership style. Transactional leadership is unlikely to establish a good psychological contract inside businesses during the change management process, which will reduce morale and performance. Transformational leadership, on the other hand, is likely to emphasize relationships, trust, commitment, and involvement, which may be required to keep employee loyalty and stimulate creativity. Transformational leadership style is therefore recommended in periods of change. Transformational leaders will rely on Kotter's eight step model to bring about change. Change must not be imposed in public organizations as it will definitely meet resistance. The focus of any change effort must first be to change attitudes. Communication is also very important in changing attitudes. A communications strategy should be linked with the broad stages of a planned change as well as the associated information requirements (Klein, 1996). Before implementing the change, personnel should be educated about it through one-on-one talks, group presentations, or memoranda and reports. Regular and effective communication may minimize employee uncertainty while involving them increases their commitment (Burnes 2017). Incentives might also be provided to active or potential resisters, such as providing a union a higher salary rate in exchange for a change in work rules. Manipulation, co-optation, and coercion are not viable strategies for bringing about change in public institutions. The resistance will have risen as a result of their use. Managers should, according to Lewin, first minimize the opposing forces before boosting the driving forces (Lewin, 1947).