Resistance, as a component of integrated about social change management

Pryymak, Natalia and Приймак, Наталія Сергіївна (2019) Resistance, as a component of integrated about social change management. Проблеми системного підходу в економіці (2(70)). pp. 158-162. ISSN 2520-2200

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Abstract

The article proves that the functioning of the enterprise as a social system is related to the activity of the stakeholders or the internal coalition of influence on change. It has been determined that resistance to changes is caused by the presence of the human factor of production (the resource "labor", the factor of the internal environment "personnel"), acting in the triune role: the carrier, the causes and the consumer resistance to change. It is substantiated that the response to changes in human factor carriers is possible in three dynamic alternatives that require the use of separate tools within the framework of change management: resistance to change; Neutrality in relation to changes; support and promotion of change. The reaction to change is not a static state, and therefore there are possibilities for its transformation. The study of the response to changes in the management tools of change has revealed four bifurcation points of change management: 1- the source of resistance is the transition from a neutral position to change, requires the revitalization of tools to overcome change; 2. Control and information measures in the framework of neutrality to change are ineffective; compilation with tools to overcome resistance is expedient; 3 - overcoming resistance to changes gave results, the state of negation of changes changed to a neutral attitude towards them; 4 - Measures of control and information in the framework of neutrality to changes proved to be effective, compilation with motivation and positive reinforcement tools is expedient. It is impossible to determine the most important type of reaction to change, however, the desired type is the support for change, and resistance is the most threatening type of reaction that requires a separate focus of the change management system. The author proposes the idea of impossibility of identifying resistance only with changes, because, it can equally be caused by two pole categories - changes and stagnation (stagnation). Thus, resistance to changes, if any, in the enterprise, may manifest itself as a response to management decisions aimed at development. Another situation of resistance in an enterprise can be this: the enterprise (or functional area) is in a stagnant stage (stagnation), which initiates the emergence of resistance, which, in turn, leads to changes.

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