Analyzing Resistance: A Change Management Case Study Approach

This case study examines the management of change within an organization, specifically focusing on resistance encountered by a leader, Cheryl Hailstorm, in her efforts to implement offshore manufacturing. The analysis identifies Mark Dawson's resistance to Cheryl's proposed changes, stemming from concerns about the company's financial capacity and potential union issues. Cheryl's initial response is critiqued for not adequately addressing Mark's concerns and for potentially creating a negative perception. The study then suggests measures Cheryl can take to manage resistance, drawing upon Kotter's and ADKAR models of change, including creating awareness through effective communication, building a strong team, and demonstrating visible action. The ultimate goal is to foster a culture of acceptance and collaboration to ensure the successful implementation of organizational changes. Desklib provides access to similar solved assignments and resources for students.

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Management of Change
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Management of Change
Two principles of ethical change management.
To start with, for change to be effected, communication is key. Stakeholders, business
partners, and other employees have to be informed about the new changes being
anticipated. This gives them an opportunity to raise their concerns and also appreciate
inclusivity in the business. Secondly, a good team should be created so that the new
changes can be affected by individuals of the same mind and passion, (Martinuuo &
Hoverfalt, 2018, 135). A team of open-minded and passion-driven employees will help a
leader achieve his or her dreams.
1. Whether Mark Dawson is resisting change that Cheryl Hailstorm is seeking to make
From the first instance, it is evident that Mark is resisting the new business idea of
offshore manufacturing being advocated for by Cheryl. It is his view that venturing into off-
shore manufacturing is beyond the company’s means and as such, the plan is bound to fail.
He is also reluctant to discuss the details- a fact that Cheryl is aware of especially when she
reminds him about their past in business and to top it all, she ‘bribes’ him with a smile. The
second instance of resistance can be noted by the manner in which he approaches the
former Chief Executive Officer- Walter Swensen. This is a clear indicator that Mark is not
willing to accept the changes being proposed by Chery. Old companies like this are known to
stick to their cultures and forms of operations. New changes face a lot of challenges which
such as debates and disagreements by board members as well as stakeholders, (Vantrappen
& Writz, 2018, 178). During the board meeting, Mark asked Cheryl about her past view of

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having the company’s manufacturing business based in Lakeland U.S. Cheryl strongly
believed that manufacturing the goods locally was a good idea. However, Cheryl opines that
the cost of manufacturing has increased hence the need for outsourcing the service. Basing
on Lewin’s model of change, Cheryl should adopt the un-freeze, change and refreeze tactic.
Here, she should sensitize all employees, managers, and stakeholders about the need to
adopt new changes, the importance of offshore manufacturing so that instill the change
through good leadership. Lastly, refreezing the new changes that have been adopted should
be done leading to a stable leadership and production of company products.
On the other hand, resistance can be thwarted by using Kotter’s ‘change management
theory’. In this case, Cheryl should show urgency by explaining the need to take up the new
contract and outsourcing the service or manufacturing process to other partners. Secondly,
she has to get the right people who share her views hence building a good and vibrant team.
Thirdly, the vision of the company should be embraced by all so that the emotional
connection, creativity and attaining objectives are achieved, (Olins, 2017, 13). Fourthly,
communication is key and for these changes to be understood well, Cheryl has to
communicate effectively to all parties involved. Fifth, action should be taken and this
includes drafting agreements, outsourcing the services as agreed and delivering the end
product to the clients. By incorporating these changes, Cheryl is bound to maintain her
leadership streak as before. As a result, Mark’s resistance will be defeated, (Hayes, 2018,
12).
2. Cheryl Hallstrom's Response to towards Mark Dawson
Cheryl does not give Mark sufficient time to expound on his resistance to the deal. A
good leader should be able to allow good communication between her and a manager. First,

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Cheryl seems to be forcing Mark to implement the new changes yet Mark has a different
perspective. Venturing into offshore manufacturing is expensive and this is a new thing that
company has to think about secondly, Mark states that he has a bigger concern about their
union in which their contract will be ending within nine months, (Hickman & Silva, 2018,32 ).
It will be difficult for the company to have negotiations and at the same time shift its
operations. Also, the Union will have a negative view of the operations being shifted
elsewhere. These are valid points being raised by Mark, yet Cheryl is not willing to
understand them better. Communication is one of the key fundamentals in Kotler’s Change
Model and this should be adhered to, (Foy et al., 2017, 27). At this stage, Cheryl has formed
a negative opinion against Mark basing in the premise that he is slow and not willing t
accept the new changes. Basing on the second principle stated earlier, a good team should
be able to analyze new changes and deliberate in what is good for the company.
3. Three measures that can be used by Cheryl to manage resistance
Basing in Kotler’s and ADKAR models of change, Cheryl should be able to implement
these measures. First, she has to create awareness through effective communication about
the new changes. By doing this, she explains the reasons for the changes, their importance
and how the changes will be affected, (Carnall, 2018, 14). The need for these changes is
brought by the desire to reduce manufacturing costs in the country. Secondly, she has to
create a good team that is willing to drive the changes to success. A good leader must be
surrounded by a team of employees, stakeholders, and managers who share the same vision
and targets hence achieving positive outcomes in the end. Lastly, she has to act so that
other managers can see the changes being done. This will encourage them to appreciate the
new changes and become part of the team, (Shekshnia et al. 2017, 152). Most importantly,

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she should not give up and pursue her desire by engaging stakeholders, employees and the
business owners.

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References
Carnall, C. (2018). Managing change. Routledge, Vol 2, 13-33
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture,
strategy, and change in the new age. Routledge.Vol 1. Page 32
Olins, W. (2017). The new guide to identity: How to create and sustain change through
managing identity. Routledge, 2(10), 12-78
Vantrappen, H., & Wirtz, F. (2018). A smarter process for managing and explaining
organization design change. Strategy & Leadership, 22(3) 178
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability
for managing value-oriented, integrated multi-project change in its
context. International Journal of Project Management, 36(1), 134-146.
Hayes, J. (2018). The theory and practice of change management, 2, 12
Foy, S., Gaskell, C., Fox, R., & Daniel, B. (2017). Managing change: developing a specialist
nursing service for patients with secondary breast cancer. Cancer Nursing Practice
(2014+), 16(4), 27.
Shekshnia, S., Ledeneva, A., & Denisova-Schmidt, E. (2017). Managing Business Corruption:
Targeting Non-Compliant Practices in Systemically Corrupt Environments. Slavonic &
East European Review, 95(1), 151-174.