Discuss Explicit and Implicit Coercion as a Method for Managing

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The Answer is Explicit and implicit coercion are two methods for managing resistance to change within an organization.

Explicit coercion involves the use of threats, punishment, or other forms of direct pressure to force individuals to comply with the change. This can include disciplinary action, demotions, or even termination for those who do not support the change. On the other hand, implicit coercion involves more subtle forms of influence, such as manipulation, persuasion, or the use of incentives to encourage compliance with the change.

One advantage of explicit coercion is that it can produce immediate results, as individuals may feel compelled to comply out of fear of negative consequences. However, this approach can also lead to resentment, decreased morale, and a lack of genuine commitment to the change. Implicit coercion, on the other hand, may be more effective in the long run as it allows individuals to feel as though they are making the decision to change on their own terms. However, this approach may take longer to produce results and may not be as effective in situations where immediate action is required.

Both explicit and implicit coercion have their drawbacks. They can create a culture of fear and distrust within the organization, leading to decreased productivity and employee satisfaction. Additionally, these methods may only produce temporary compliance, as individuals may revert to their previous behaviors once the coercion is removed.

In conclusion, while explicit and implicit coercion can be effective in managing resistance to change in the short term, they may not be sustainable or conducive to a positive organizational culture in the long run. It is important for organizations to consider alternative methods for managing resistance to change, such as communication, participation, and education, in order to foster genuine commitment and support for the change.

Discuss Explicit and Implicit Coercion as a Method for Managing

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