As the clinical director of 24 employees, you have been asked to explain to staff members why they are not getting a raise this year, even though they have been working short-handed for many months and patient satisfaction scores have never been higher. Because you believe yourself to be a transformational leader, you will approach this problem by:

Choice A reason: Arranging a compromise is a good approach, but it may not be feasible or satisfactory for all parties involved.

Choice B reason: Using a position of power to unilaterally resolve the conflict can create resentment and is not a collaborative solution.

Choice C reason: Relying on contracted staffing avoids addressing the conflict and does not foster a resolution or understanding between the employees.

Choice D reason: Meeting with both employees and engaging them in the problem-solving process is the best method as it encourages communication, understanding, and allows for a mutually agreeable solution to be found.

Choice A reason: Change involving many layers in an organization can lead to resistance due to complexity and the potential disruption of established processes. However, it is not the most likely cause of resistance compared to a direct threat to personal security.

Choice B reason: While workers being satisfied with current practice may lead to some resistance to change, it is generally less intense than resistance caused by perceived threats to personal security.

Choice C reason: Involvement of non-professional workers in change might create resistance, especially if they feel undervalued or excluded from the decision-making process. However, this is not as significant a factor as a perceived threat to personal security.

Choice D reason: A perceived threat to personal security is the most likely cause of resistance to change. Individuals tend to resist changes that they believe could harm their well-being, job security, or personal safety.