In the organization, the resistance of change is very common issues faced by change managers during the process of change. There are many different reasons why employees resist change, and it is important that change managers are aware of these variations. Also, when manage the resistance; it relates to the image of managing change, such as director, the change managers should have specific skills to ensure that they can deal with the resistance to change. The people who like to supportive of organization change, which may relate to such as money, the change may increase employee salary; or better working conditions, the environment may change, new equipment may be provided and so on. Resistance to change which may active or passive during the process of change; active resistance occurs where people are taking specific and deliberate action to resist the change. For example, using facts selectively, have a meeting to communicate fact statement, at the same time, to negotiation and get agreement to change or improve problem occur in the facts. Resistance does not always in positive action, sometimes it can be passive. Passive resistance occurs where people do not take specific actions. Such like malicious compliance, this is always happen the employees agreeing with the change, but they are not following through to fulfill their commitments. 

The people who are resistance of change, the reasons such as dislike of change, discomfort with uncertainty and so on. If without an agreement to change in the organization, employee will resist change by many reasons, like they are fear that they will have to follow the unfamiliar routines, do more work without pay or lose their jobs by used new technology and so on. However, it will directly influence their work effective and efficiency by dissatisfied of change. When organization start to change, it can have meeting with all employees to discuss and explain the reasons for change, in order to get the agreement, and dissolve their misgiving and anxious by organization change.

However, it can be used a few of strategies to manage resistance and overcome barriers to change, such as a situational approach; for example, using negotiation with employees and get the agreement, the power of resistance; it can using resistance to build support for change, like respect those who resist, because their opinion very important for manage to make a decision to change organization.

For above knowledge, it cause myself aware how to managing of change when is occur resistance of change in my future career, I have to recognize why do people resist of change, resistance come from and what kind of strategies could approach resistance.

According to Palmer, 2008, the book refers the best developed change contingency approach which is used Dunphy-Stace model. This contingency model of change which can divide by style of change and scale of change, but those two types of changes should be matched to the needs of the organization. The style of changes such are collaborative, consultative, director or coercive. And the scale of changes such is fine-tuning, incremental, modular or corporate transformation.

There are five main change approaches which are development transitions; task-focused transitions, charismatic transformation, turnaround and Taylorist. When development transitions in organization, it is like using consultative leadership style, the leader is using their skills, experiences or ideals to retain the final decision-making power, and capacity to encourage staffs to accept a final decision. According to Danica, 2008, in this article refer employee used consultative leadership style in large Croatian companies. Task-focused transitions; it is directive with the change leader acting as a captain seeking the compliance of organizational members to redefine how the organization operates in specific areas; (Palmer, Dunford, Akin 2009) like directive leadership, the leader is needs to interpret what their subordinates should be done, and set up work standards and polices to their subordinates, leading them achieve the goals. When organization come to Charismatic transformation, the charismatic leader is has great for operate require energy and talent, it is very appreciate used when organization change in the difficult situation. Turnarounds; this are aimed at frame-breaking changes; the turnaround change leaders operate as commanders utilizing their positions of power to force required changes through the organization.Taylorist; is associated with fine-tuning, paternalistic approaches to managing change (Palmer, Dunford, Akin 2009).

 However, when we choose the contingency model of change for the organization, it bases on the environment condition, and chooses appreciate contingency approaches which should match with the leadership style, then, control and solve the problem.

Reference

Consumption attitudes and adoption of new consumer products: a contingency approach

Guangping Wang, Wenyu Dou, Nan Zhou. European Journal of Marketing. Bradford: 2008. Vol. 42, Iss. 1/2; pg. 238

Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2^nd edn, McGraw-Hill Irwin, New York

Leadership Styles’ Specifics in Large Croatian Companies

Danica Bakotié. The Business Review, Cambridge. Hollywood: Summer 2008. Vol. 10, Iss. 2; pg. 213, 8 pgs

 http://weirdblog.wordpress.com/2007/09/04/leadership-styles-dictatorial-authoritative-consultative-participative/

 OD is creating systemic change and problem solving on improving the effectiveness of organizations and the people in those organizations. (Michael Broom, 2009) The OD approach to change such as planned change, focus on the improved effectiveness of the organization, focuses on change attitudes and behaviours, groups and teams for the key focus and so on. Organization needs OD practitioner because helps to structure activities which to help the organization member solve their own problems and learn to do that well. The skills of OD practitioners should have intrapersonal skills, interpersonal skills, general consultation skills and organization development theory. When the OD changes intervention process, Kurt Lewin developing a three-stage model of how change occurs, unfreezing, movement and refreezing. (Palmer, I, Dunford, R &Akin, G2008) In DuPont case, there are unfreezing to implement planned changes which is Tom introducing about his new ideas to improving the plant about looking for solutions to specific problem, rather in improving overall organization effectiveness, and they are learn of the NASCAR and explain the existing problem of teamwork in the workplace, also, effective supervision, high performance, and gave those leadership roles constructs to work with for making improvements, and the language for introducing change as well. That is planned change for improvement and improved effectiveness of the organization. And, approach to change experiential-based learning and group and teams for the key focus by used as the basis for experiments and leadership core team were instructed to introduce change as an experiment. Also, refreezing the changes into operations of the organization, using the NASCAR metaphor not only used to explain teamwork but also the pattern for accomplishing.

From above discussion, I know how these OD useful to help implement change in DuPont case.  When decide to change organization, I can consider implement change by using OD.

Reference

Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2^nd edn, McGraw-Hill Irwin, New York

 http://ezinearticles.com/?Implementing-Change-in-Your-Business&id=1502026

 http://www.chumans.com/human-systems-resources/defining-organization-development.html

 http://appreciativeinquiry.case.edu/intro/whatisai.cfm

 http://dictionary.babylon.com/appreciative_inquiry

 John J Lanczycki Jr, Appreciative Inquiry Handbook: Quality Progress. Milwaukee: Jun 2009. Vol. 42, Iss. 6; pg. 64, 1 pgs

 http://appreciativeinquiry.case.edu/uploads/Brief%20AI%20Overview.ppt#256,1,Appreciative Inquiry

 The three signs of resistance discussed are lack of conviction that change is needed, dislike of change and   belief that the timing is wrong (Palmer, Dunford & Akin 2009). But I think the dislike of change is most difficult sign of resistance to manage in organization. Change is stressful. It cases fear, anxiety and resentment in many people. It is directly affect to employers and employees. Without a agreement to change, employee will resist change because they are fear that they will have to adopt unfamiliar routines, they are be force to do more work without more pay; for example, employers need to set the new plans, strategy, target and so on for the future. Employees may fear by lose their jobs because they will be judged by a higher standard that they can not meet. Therefore, they may produce sense of loss, and have pessimism easier, then, it will greatly decrease their working effective and efficiency by dissatisfied of change. Furthermore, because change is hard to control by people, it leads employers lose their managing thoughts, however, those though it have been collected by the employers experience. Last but not least by the people dislike of change, it may be some people are unwilling to take on more responsibility or they dislike their working conditions and resist change in protest. However, the dislike of change of resistance is most difficult to manage, the organization must prepare very well before to have change, otherwise, it will hard to manage by the employers, employees or customers.

Reference

http://changingminds.org/disciplines/change_management/resistance_change/sign_resistance.htm

 Palmer, I, Dunford, R & Akin,g 2008,managing organizational change: a multiple perspective approach, 2^nd edn, McGraw-hill Irwin, New York.

 When the beginning of change at Boeing, they are reputation took a dramatic turn to worse, because a lack of communication within the organization. However, after they gain the experiences, they are overall their strategy was to update their technology systems, downsize their operations, and reestablish relationships with their suppliers. By doing those, the only ways is cut down the costs intend to achieve the competitive advantage. In the past, Boeing structure is implemented to overcome the bureaucratic structure, and used outdated technological system. In 2001, when the technology became, Boeing want to rehabilitate their reputation by making their product more efficient, they are objective is implement an automated system of assembly lines, also, hope to coordinate and facilitate easier channels of communication between Boeing staff and suppliers. Therefore, they implemented a web-based procurement system so that the supplier can monitor stock levels and replenish suppliers when they dipped below a predetermined minimum. But when the process of automating product line occur problems, which the information technology was decentralized within the organization and over 400 systems were being used to meet the needs of various departments; and also, the lack of collaboration in regard to product procurement. However, they implemented a technological platform to regulate product life cycles. This new system is to improve collaboration, innovation, product quality, time-to-market and return-to-investment. In the Boeing style, it has very strong leadership style of manage in the company. The CEO was point out the current problem occurs at Boeing, the employees are low moral. Also, the company had external pressures increased. The future goal of Boeing is developing smaller aircraft, and purchase larger aircrafts in the future, also, the airbus on other hand.

 From the Boeing case, it knew the diagnostic tools are very useful for organization change. Because they are easy to understand, simplifies the situation, and analyze the current issues and propose future. After by using the 7-S framework to identify issues, it can implement appropriate methods to improve or consistence the issues address in the Boeing’s.

 Reference

http://www.passe-partout.com/pdf/Diagnostic%20tool%20-%207S%20model.pdf

 http://www.12manage.com/methods_7S.html

Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2^nd edn, McGraw-Hill Irwin, New York.

 Robert, 2005, Strategy & leadership: how the balanced scorecard complements the McKinsey 7-S model, Vol. 33, Iss. 3; pg. 41, 6 pgs, Chicago

When went to the global market, it facing the bigger competitive challenge, such as competitors Dow Chemical in U.S; Europeans companies have expanded operations in America, and Japanese competitors began to attack ARCO chemical’s business lines. However, ARCO jointed ventures and strategic alliances; they were stealing of one Asahi’s biggest customers in Japan. Also, ARCO’s joint venture partner, Sumitomo chemical, supplied competitive intelligence and its knowledge of the Japanese market.

ARCO chemical was acquired by Lyondell Petrochemical in 1998; it made the Lyondell’s desire to expand into high-growth global markets for ARCO’s products, as well as the opportunity to gain significant integration benefit with Equistar Chemicals, LP, and so on. The consolidation is a positive trend to enhance the efficiency of the industry. It will increase globalization and competition, which benefit both customers and investors.

http://www.linkedin.com/companies/arco-chemical

http://books.google.com.au/books?id=d_oKAyg_LccC&pg=PA67&lpg=PA67&dq=business+case+study+for+arco+chemical+company&source=bl&ots=gvZI4NQOC9&sig=3tTP0Jl3x4RCpagDCrCjdJeuIFc&hl=en&ei=qTB6SrTaIpGCkAX72oHmAg&sa=X&oi=book_result&ct=result&resnum=2#v=onepage&q=&f=false