Professional Documents
Culture Documents
for two reasons. First of all, face-to-face is the most effective way to support a
comprehensive exchange of knowledge (Sarka, 2014). The demo sessions permit the
users to engage with the software and receive immediate resolution to obstacles. The
second positive component of the demo sessions is that the holding of demo sessions
addresses the human element of the change process by making the users of the software
part of the change evaluation process and providing an avenue for their commentary.
Jackson and Barnett talk about BSO and the demo sessions on more than one
occasion. Barnetts response to the training sessions indicates early on that he is not
receptive to new software. He verbally expresses dissatisfaction with the proposed
change and does not attend the first demo session. Jackson responds by sending a
personal e-mail invitation to upcoming sessions and engages in further face-to-face
discussions with Barnett. Jacksons choice to continue dialog with Barnett is another
proper approach to resolving Barnetts resistance to BSO.
Even though Barnett continues to resist BSO, the project is approved and
scheduled for implementation. Upon receiving the roll-out date, Barnett appeals to a
higher level of management in an attempt to stop the adoption of BSO and recommends
Jackson be removed from his position. Jackson is subsequently instructed to convince
Barnett that BSO is the right choice. Jackson responds appropriately by requesting
leadership and support from his immediate supervisor, Luke Williams. Williams neglects
to offer any useful support, but further stresses the importance of Barnetts acceptance of
the new software.
product. He may be concerned his authority and control will be undermined as he leads a
workgroup, but takes longer to learn the new software. Finally, based on the case study
and characters descriptions of the man, difficult appears to be one of Barnetts
personality traits.
Addressing Change Resistance
The closing paragraph of the case study paints a picture of Jackson heading to his
office wondering about his boss lack of support, worrying about his future with the firm,
and struggling for a means to garner Barnetts support. The most pressing of these
concerns is Barnetts support. The first thing Jackson should do is request an
appointment with Barnett and find out why Barnett opposes the software. Jackson knows
why a software change is planned. Share the reasons for the proposed change with
Barnett and ask Barnett how he would handle the situation. Jackson needs to have an
authentic conversation with Barnett about the project. Presumably, both men have the
best interest of the company in mind. A series of conversations might provide the
information exchange needed to agree upon a solution to the problem that precipitated the
software change.
******I stink at conclusionsany help is appreciated*******
References
Balestracci, D. (2003). Handling the Human Side of Change. Quality Progress, 36(11),
38-45.
Gotsill, G., & Natchez, M. (2007). From Resistance to Acceptance: How to Implement
Change Management. T+D, 61(11), 24-27.
Hannon, K. (2005, July 7). You can take down that bully, gently. USA Today. Harvard
Business Review.
Inkpen, A., & Pearson, C. (2011). Steve Jackson faces resistance to change. Thunderbird
School of Global Management. Harvard Business Review.
Joshi, K. (1991). A Model of Users' Perspective on Change: The Case of Information
Systems Technology Implementation. MIS Quarterly, 15(2), 229-242.
Kerry, H. (n.d). You can take that bully down, gently. USA Today.
McShane, S.L., & Von Glinow, M.A., (2013). Organizational Behavior: emerging
knowledge, global reality (6th ed.). New York: McGraw-Hill/Irwin.