Innovation in Change Management

Term Paper, 2011
14 Pages, Grade: A



The study of change management as it relates to the organizational behavior of an organization is impacted by a variety of factors that influence the ways in which managers respond and adapt to change. This paper will provide an analysis of the field, a thorough discussion about innovation in change management with a review of the current theories and industries most impacted by innovation, and commentary about the future direction of innovation as it relates to beneficial research in the field of change management.

Analysis of the Field

The complex and dynamic field of change management presents a myriad of issues for the modern business leader to consider in order to successfully oversee a business operation. Given the scope of the field, one must contend with resistance to change, new trends and innovations in practice, and the ethical dilemmas that often hinder the work of a manger. An analysis of these issues provide insight into the challenges facing managers as it relates to the practical implementation of change variables and the impact it has on strategy, technology, structure, and employees.

Resistance to Change

At the very core of change management is the importance of getting all team members on board to embrace the change that is being implemented within an organization. The resistance to change that often presents itself as an obstacle to achievement is defined as an attitude or behavior that indicates unwillingness to support or create desired change (Schermerhorn, Hunt, & Osborn, 2000). The reasons for resisting change are categorized under the following principles: habit, lack of resources, bad timing, fear of loss of power, lack of good information, fear of the unknown, no reason for change, and fear of loss of security (Schermerhorn, Hunt, & Osborn, 2000). Addressing these issues is central to managing the resistance that is inevitable during any change process. Bovey and Hede (2001) note that resistance is a natural component to the change process and it is to be expected.

Being aware of this impending resistance allows managers to establish foresight to address employee concerns. Maurer (1996) suggests that better understanding the reasons for resistance can allow for improved approaches to dealing with it. Through the use of power, application of force of reason, ignorance, and the creation of deals, managers can approach resistance with varying degrees of success (Maurer, 1996). By focusing on the organizational issues, rather than individual issues that are related to change, Bovey and Hede (2001) assert that adaptive defense mechanisms will yield most favorable results.

Deviant behavior as a resistance to change occurs in order to prevent implementation or to alter the process. In order to reduce this behavior, Agboola and Salawu (2011) suggest proper education, effective communication, facilitation, motivation, negotiation, manipulation and coercion as potential solutions. The importance of managing deviant behavior is essential to organizational survival.

New Trends and Innovations

The field of change management is influenced by the new trends and innovations which dictate the strategic changes businesses must make in a complex business environment. With improvements in technology and the globalization of the business operation, change management is integral to corporate success. The ability for a manger to adapt and remain current with these changes is central to their role. The research section of this paper will explore this challenging aspect of change management in greater detail.

Ethical Leadership

Ethical behavior is a central component to any business operation, regardless of change. Managers have an obligation to uphold basic principles of appropriate conduct that dictate their business decisions as it relates to all aspects of the business operation. In relation to the field of change management, leaders are expected to operate with the highest moral character. By, Burnes, and Oswick (2012) assert that the promotion of values and ethics among leaders establishes the tone for the action of employees. Acting in the best interest of the majority with a common goal as the motivation for action allows both leaders and their followers to adopt the most ethical business practices. When ethical approaches to change are both identified and executed, economic morality for all organizational stakeholder is achievable (By, Burnes, & Oswick, 2012).

Ethical leadership also pertains to issues of sustainability in relation to the longevity of the communities, organizations and the environment. Ferdig (2007) acknowledges the various opportunities that leaders have to make ethically conscious decisions that must strike a balance between economic, social, and environmental paradigms. By thinking beyond one's own self-interest, managers can facilitate social responsibility and positive change that is both realistic and achievable (Ferdig, 2007).

Understanding the complexities that are inherent with the field of change management allows a manager to proactively prepare for inevitable change. The challenges of resistance to change, innovations and trends, and the ethical responsibility that managers have create a dynamic environment in which managers must be well trained and adaptable to achieve strategic objectives.


Excerpt out of 14 pages


Innovation in Change Management
University of Hertfordshire
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ISBN (eBook)
ISBN (Book)
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365 KB
innovation, change, management
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Martin Jole (Author), 2011, Innovation in Change Management, Munich, GRIN Verlag,


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