Change is an inevitable phenomenon in the organization. When initiatives for change run aground, business executives face resistance to change among its employees. Change agents can easily point their fingers at the people who never wanted to be the part of the change. However, blaming in the change phenomenon is not only pointless; it can also pave the way to destructive managerial behaviors. If the perception of managers for the resistance is threat, they can become defensive, competitive, or uncommunicative. The need is to find out the missing pieces and defective assumptions. Although resistance can be self-serving or unreasonable, it can be regarded as an important form of feedback. If the change agents and the organization are able to gain some perspectives through paying attention to, understanding, and then learning from the behaviors of people that are perceived as threatening, the change phenomenon can ultimately give way to delivering better outcomes (Palmer, 2006). The essay discusses sources of resistance to change in Ajax Minerals and Perrier, how companies dealt with them, and suggestions for adjustment in the change strategy for improving the effectiveness of the change strategy.
