ABSTRACT
In developing a human capital strategy for an organization there are four key pillars that should be included: knowledge management, performance management, competency management, and change management. Change is inevitable for any organization, and learning how to cope with change is crucial for producing high-performing entities. When introducing a strategic human capital plan for an organization, change management needs to be a key component of this plan. Developing a change management program as part of the human capital strategy is not an easy task. As Dianne Waddell and Amrik Sohal of Monash University write in their article, “Resistance: A Constructive Tool for Change Management” (Management Decision, vol. 36, no. 8, 2001), one-half to two-thirds of all major corporate change programs fail. Waddell and Sohal feel that “resistance” is often cited as a key contributor to change failure, but they believe that resistance may be an ally to assist the change effort. They indicate that in an organizational setting, resistance is an expression of reservation that normally arises as a response to change. They point out some management implications to consider when encountering resistance (https://www.managementfirst.com/articles" xmlns:xlink="https://www.w3.org/1999/xlink">https://www.managementfirst.com/articles):
Resistance may not be the enemy: it is much more complex than it may first appear. Make sure that you fully understand 106the reasons why it exists in your situation, and persevere in your attempts to get to the bottom of those reasons.
If your workplace is marked by passivity or apathy, implementing change may be a difficult task.
Encourage true participation in change: involve employees and allow them the opportunity to give feedback.
