Restraining forces

Question 1

Define Restraining forces

Answer 1

Restraining forces are those that work against a proposed change. Restraining forces make it difficult for the business to implement change successfully.

Question 2

How are managers a restraining force?

Answer 2

If a manager is not convinced by the change, or fear it may threaten their position they can act to seriously inhibit the chances of its success, by negatively influencing the employees, not prioritising the change tasks, or ignoring them completely.

Question 3

How are employees a restraining force?

Answer 3

A major source of resistance can be shown if employees fear their job security, fail to see a reason to change and fear the unknown. Change can be emotional and disorientating and the appropriate level of communication, training and support need to be given to employees to overcome this force.

Question 4

How is time a restraining force?

Answer 4

Businesses may find a lack of time will impact on their ability to implement change successfully. Businesses may be under pressure from competitors or in a poor financial position and need to act quickly.

Question 5

Organisational inertia

Answer 5

Is a business’s lack of ability to respond to pressures and embrace change. Cultures or management that are unenthusiastic to change can make it difficult to gather momentum towards the change.

Question 6

Legislation

Answer 6

Legislation may block or make it difficult to implement change. This can increase the costs of implementing change.

Question 7

Financial considerations

Answer 7

Whilst the business may have the intentions to change, if it can’t find the finances to pay for these changes then the changes themselves are unlikely to occur as envisioned.

Question 8

Explain how managers can be both a driving and restraining force for change in a business.

Answer 8

Managers’ are a driving force for change as they are often the ones that provide the personal “drive” to initiate and maintain the momentum of the change. They will also often share their vision and try and get others inspired to change by being role models for the change. However if the change was not envisioned by that manager, i.e. it was passed onto them to complete by a CEO above them etc., or the manager is not convinced by the change, or fear it may threaten their position they can act to seriously inhibit the chances of its success, by negatively influencing the employees, not prioritising the change tasks, or ignoring the change tasks completely.