RESISTANCE TO CHANGE-Organizational culture and its relationship to change

Recognizing that participatory planning will increase employee's involvement and productivity, it is also an ongoing process involving people who generate not only new ideas; it will also generate resistance to those same ideas. People resist change even when it is for the better because it disrupts and disorients.

The culture of the organization and its resistance to change concerning increased employee involvement poses new challenges for many organizations. Cultures, especially top-down, hierarchal ones, are not accustomed to involving non-managerial employees in the vital work of planning, decision-making and goal setting. In these organizations, leaders tend to pass on information, delegate, and answer questions, often without seeking further involvement or creativity from subordinates. (Rees, PG 9) For an organization to truly desire a successful transition while implementing [participatory planning it must recognize the value of shared responsibility. The tension or resistance that arises from change can be utilized as opportunities to encourage and promote the participatory process within the overall culture of the organization. The following list would be one that needs to be available to be reviewed numerous times by all involved or affected by the change process.

Basic principles to consider when initiating change in an organization
· Change takes time
· Change is a process - sometimes a long one
· Change requires plenty of experience and practice in the new way of doing things.
· Allow time for change to take place. Change is never easy, and people need time to learn new ways of working together.
· Reward people's efforts to change; otherwise, they will not change.
· Keep the goal in mind. The goal is to increase productivity and employee satisfaction.
· Accomplish something daily toward the goal. Do not let time go by without making sure your organization is moving in the desired direction.
· Use planning and regular evaluation of progress as tools to move toward the goal.
· Have patience with people. Change is difficult and even threatening for some.
· Be realistic but positive about what the organization can accomplish given their culture and the constraints placed on the project. (Rees, pg 44)