Just like in any other organization, sport organizations have to deal with change and a resistance to change. The text book identifies four different areas that change can occur in a sport organization: technology, products and services, structures and systems, and people. A big technological advancement in the sport industry came via television and changing how the major sporting events were delivered to the audience. Now people are able to watch a game from their home instead of actually having to be at the stadium. A change in the products or services of a sport organization may involve the addition, deletion, or modification of other areas (Slack and Parent, p. 239). Structural or systemic changes often occur in growing organizations. As they grow the structure of the organization will most likely change, as may the strategy. People change does not just mean bringing in new people but can just be a change in the way the group thinks and acts as a whole.
After reading the chapter and the journal article I feel that the contextualist approach to understanding organizational change is an approach that should be understood thoroughly. The contextual approach examines three areas that are related to change. Content refers to the four areas in which change can occur. Process has to do with how the organization gets from the current state it is in to the future state it wants to be in. Context is split into two categories: inner and outer context. Inner context refers to things within the sport organization while outer context refers to the society at large (Skirstad, p. 3).
If an organization is changing that also means there will be some type of resistance from inside and/or outside the organization itself. Resistance is not always a bad thing, for example, what if a group of resistors show to the group that are trying to change the organization that this particular change may not be in the best interest to the organization. The book identifies four major sources of resistance to change. The first source is self-interest and this comes from people who oppose the change because they feel the change will hurt them in some way through job security or losses in power. The second source is a lack of trust and understanding about the implications of change. This source stems from employees in the organization not knowing how the change will affect them personally and this is enhanced even more when there is also a lack of trust. The third source is differing assessments of change consequences and this comes from people who will be affected by the change and them having inadequate information about the change. The last source is the cost of change. This happens when people cannot see the long term benefits of a change and only see the high cost in time, effort, or money in the short term.
Questions for the class:
1. What are the six stages of the change process?
2. Is resistance to change always going to hurt the organization or are there situation in which the resistance might be a good thing? Example?