Hello, I'm Ross Werth. And it is my pleasure to welcome you to managing resistance to organizational change. Resistance is inevitable, but it doesn't need to be as severe or as frequent. As is often the case, we're going to be talking about understanding resistance, why people resist, and some of it may surprise you because oftentimes, we are our own worst enemy. Once that understanding is framed, then we can talk about how to reduce it or mitigate or in some cases, in dirt or even embrace it. Managing resistance to organizational change.

Why do people resist organizational change? It's a normal reason reaction to something being different. But we need to look at it from multiple perspectives to points of view of not only the people who are involved. But what we are doing, as the leaders of the change that possibly encourages or enables resistance needlessly, we're going to have to take a look at the process that we manage the change process, as well as the objective, what are we trying to change? All of these come into play at different, different ways. When we talk about resistance, we're going to be talking about mitigating or preventing the resistance mitigations Not only is prevention, but three reduction of the impact of severity, the frequency with which we have to face the resistance.

We're also going to talk about the benefits. Yes, benefits that can come from the change resistance. It's not all bad luck. times the knee jerk reaction. Is that resistance bad? Kill it, get rid of it.

And you don't take advantage of what we made to learn about why the people are resisting. So how can you then also contribute to reduction of the change resistance? Or the flipping at around? What might you be doing that encourages resistance? This is another key topic in this course. What do I bring to this course?

Fair enough. I bring 30 years experience oftentimes leading change initiatives, oftentimes leading strategic change initiatives. I also have a PhD in leadership and organizational change. I see leadership and change being really tightly intertwined. And I bring that to all of my courses. I've been teaching at the college level.

Since 2004, and I enjoy it, I enjoy bringing not only to the classroom but to the online and video experiences such as this. Within the curriculum design while working full time, as dean and program chair for Business Administration, I came to understand how curriculum is designed. And I bring that to this course also, so that we are going through the learning process in a way that makes sense, not only the theory about the change and the theories behind change resistance, but how do you put that into practice? That's the key point is a theory to practice approach.