Concept of Resistance to change

Resistance to change in simple words can be defined as opposition exerted for not accepting a proposed alteration in existing set up (Lewis, 2011). Resistance towards change is mainly triggered among individuals because of two reasons. One is the fear of unknown that change will bring in and secondly the anticipations of effects that might alter the comfort level of individual in their present circumstance under changed environment (Heinrich, 2004). Resistance to change in organization occurs primarily in circumstances when particular set of organizational stakeholders are not in favor of a change that is to be initiated. They in such a scenario depict apathetic approach by not accepting and espousing change. Resistance to change in organizations is generally not accepted and considered to be negative phenomenon (Lewis, 2011). But on the other hand this resistance provides for a scope to organizations to review change strategy and make modifications based on stakeholder criticisms and thus implement an improvised strategy (Ford & Ford, 2010).

Change is a natural phenomenon and bound to occur but human acceptance towards change in generally low due to which it is resisted. Change in organizations in undertaken as an approach to deal with external environmental factor which generally results in higher efficiency and effectiveness of employees (Phillips & Gully, 2013). But on the other hand, this change can be stressful and have other negative consequences thus affecting employee productivity and motivation adversely  (Phillips & Gully, 2013).

Resistance to change and Fiume ceramic

When changes were initiated in Fiume Ceramic by Leveoak after its takeover the same were resisted by existing employees of Fiume. The reasons to resistance can be categorized under 3 heads as explained below:

Job Considerations: The existing ceramic designers and creative specialists were trained in traditional pottery and thus lacked skills in dealing with modernized approach which was prevalent in USA. The inability and fear of not acquiring right skills for using new technology was their major consideration.

Personal Considerations: Ceramic designers and creative specialists were very closely knit with the heritage and tradition of Florence of which they were very proud of. When the change was initiated it was difficult for them to compromise with such rapid changing culture that hampered their personal beliefs in their traditions.

Social Factor Considerations: The thought of shifting to a new land that is USA which required settling in different culture was a major social factor that resulted in employee resignation. This required employees to move out of their comfort zone and start afresh. 

Evaluation of Change management process adopted by Fiume ceramica

The change process adopted by Leveoak in Fiume Ceramic was sudden and executed in an unplanned manner which resulted in such massive discontentment among employees. Leveoak overtook Fiume as a part of its expansion strategy when the company suffered financially in 2014. This was a sudden opportunity that was materialized by Leveoak. The main aim of Leveoak after takeover was to bring about a complete change in organizational culture which had been ruling Fiume Ceramic for more than 115 years. In order to do so, Leveoak implemented a series of changes for ensuring that the loss making organization converted itself into a profitable one in quick span of time. In pursuit of the same Leveoak put into operation cost cutting mechanisms like sourcing resources from China and shifting manufacturing to USA which resulted in employee resentment.

The employees prior to the takeover of Fiume Ceramic by Leveoak experienced very little change and thus over the time developed a very rigid attitude against changes. This change was executed as an immediate reaction to prevailing conditions in Fiume without undergoing much research. The employees within Fiume were more of inert recipient of change strategy rather than being an active contributor in the same. As employees were not sure about the outcomes of change they resented the same. Further they developed a feeling of losing their organizational rich old heritage which added to their fears. Overall the change process adopted by Fiume was very aggressive and not planned which resulted in a chaotic condition within the organization.

Suggested Alternative Change Management Strategy

As an alternate change management strategy, Leveoak should resort to planned and deliberate strategy (Hill & Jones, 2011). The main purpose of such strategy is to pursue change as a part of organizational long term strategic approach rather than a sudden one.

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