Paper presented at EOQ Congress 2017
Abstract: According to a recent survey of management tools and trends (Rigby and Bilodeau, 2015) “change management programmes” need improvement. In our paper, we thus suggest some necessary improvements in the implementation of changes and, in particular, how to overcome resistance to change. We describe why it is not enough merely to establish a sense of urgency, and why it is essential to focus on the key causes of resistance to change. The recent literature (Meijer, Korthagen and Vasalos, 2009; Senge et al., 2009; Scharmer, 2009; Schultz, 2011; Turner, 2011) contains much evidence that supports our statements. We argue that these causes are negative, and limit thought patterns at a subconscious level, and describe how they influence our thoughts, feelings, work activities, and finally the outcomes of our work. Neglecting these patterns may be a direct cause of the failure of planned changes. We also demonstrate how such beliefs can be eliminated, and what results may be expected.
Key words: Change management, resistance, psychology, thought patterns
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