Organizational Change Management for Resilience Management.

The organizations of the 21st century are immersed in advances and fluctuations of economic, technological, political, social and cultural character, which produces in them the demand for a level of competitiveness and growth increasingly accelerated, generating the need to maximize the productivity index as efficiency for the successful achievement of the objectives. Likewise, the present reality indicates that in order to remain active in the scenarios where companies operate, whether they are large, SMEs or microenterprises, a dynamic, innovative and creative management is required, capable of managing the changes faced by the organizational structures.

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For this reason, faced with the impact of a constant dynamic of change, organizations require managers with the ability to adapt to diverse scenarios, which allow them to propose different alternatives in their administration.

In this regard, Stoner, Freeman and Gilbert (2004) state that two main behaviors are required to manage change in organizations: first, a total methodology or approach that includes all the stages of the change process. Secondly, a set of tools and interventions which take the methodology off paper and allow change to occur in real time.

Coincidentally, Stoner, Freeman and Gilbert (ob/cit) define organizational change as: "the set of structural variations that organizations undergo and that result in new organizational behavior"

. That is why change is a process that people are naturally afraid of, hence, its administration is one of the most relevant aspects of business management, since both the manager and the company begin to face complex situations in their environment, which should not be addressed in a dispersed manner, on the contrary, they require a minimum platform to ensure that the change is achieved successfully.

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Hence, management decisions to change in the company always come up against the enormous inability to get the staff to make the change. In this perspective, it is important to emphasize that changes seek to improve the quality and competitiveness of companies, which are only feasible if there is consensus among all those involved, in order to enable their successful implementation. However, managing change can become a difficulty for management. Therefore, in situations where change is considered the best choice in a work situation, there is fear, anxiety and resistance, which is treatable through certain strategies,

which according to Chiavenato (2009) are communication and education, participation and involvement, facilitation and support, negotiation and agreement, manipulation, coercion.

In this sense, experience has indicated that all efforts to break down personal and organizational barriers to resistance should aim at creating the appropriate, harmonious and stable environment. To achieve this, managers should seek to reassure all those involved or affected by the change, emphasizing its benefits.