“Globalization is not just selling products in new markets, but changing the mindset of all employees.” Resistance to Change For individuals and organizations in general, resistance to organizational change is common. Organizations like religions and government agencies are self-preserving entities that do not court, invite, or allow change without great provocation. Individual resistance to change may be motivated from a need for security, stable income, and routine. Individuals may not understand the need for change or may fear the unknown. In addition, organization-wide change usually challenges the organizational culture that the employees have internalized, lived, and come to know as their own. Before, during, or after change, organizations and their members will often work against the new situation. Organizational resistance to change manifests itself in two main areas: • Structural and group practices • Balance of expertise, power, and resource allocation Structural and group resistance most often comes in the form of structural and group inertia. Structural inertia comes from the procedures and policies that were established to produce and maintain stability. Structural and group resistance is often passive — resistance to change is built into the structure in the form of physical and organizational environment and group practices in the form of work processes and schedules. For example, the employee-selection process functions to preserve organizational culture by hiring people who will integrate well into the system and not cause disruption. In addition, group inertia exists as performance norms that govern and control employee behavior. Active forms of resistance usually come from challenges to the current power relationships or resource allocation. Expertise, Power, and Resource Allocation Resistance Threats to the existing balance of expertise, power, and resource allocation may be met with resistance strategies such as avoidance, refusal, obfuscation, resentment, or work strikes. Some organizations resist changes to the expertise of specialized groups, some resist changes to existing power relationships, and some resist changes to the ways in which resources are allocated throughout the organization. Resistance to change may or may not be successful depending on situational factors. For example, a merger between two companies may be resisted and stopped if employees from the subordinate company unify to buy out the company themselves. In contrast, employee resistance to a company-wide change from postal to e-mail communication will likely be unsuccessful, as organizations need e-mail communication to participate in a global marketplace that operates 24 hours a day. In general, employee and organizational resistance to change is simply a stage in the larger process of organization-wide change. Resistance to organizational change can be mediated and controlled by management techniques. When resistance to change cannot be resolved alone or with the help of management, individuals experience the phenomenon of change-related work stress, which will be discussed later in this learning plan.(National American University Organizational Behavior Instructional Material) ***The last page of your paper is the Reference page. All of the resources used must be cited, including the 5 reference minimum: three sources must be print or electronic books, research journals, periodicals or electronic database references; two sources may be web based. ***In an argument, choose a problem or issue that allows for differences of opinion. Clearly state this difference. ***Anticipate objections to the position and address these objections. Restate the position. ***Use two or more methods of development in the research paper: description, narration, example, process, comparison/contrast, classification/division, cause/effect, or demonstration.