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CHANGE MANAGEMENT
Resistance to Change
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INTRODUCTION
“We may like change and regard it as an essential feature of living; it does not mean
land, resistance is a continuous phenomenon for change agents and Randall views
It is important to recognize that not only employees show strong resistance to change
initiatives but also other groups such as suppliers, stakeholders and consumers. Moreover
Virtually any type of organizational change involves role transitions of some type. In
light of role transitions, it is almost natural for employees to resist major changes in the
workplace environment. During the change process tough decisions have to be made and
communicated. New possibilities and new priorities are intimidating to employees - the
ones who most often have to live with the effects of these decisions. The simple
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RESISTANCE DEFINED
Zaltman & Duncan define resistance as "any conduct that serves to maintain the status
quo in the face of pressure to alter the status quo”. In the view of Folger & Skarlicki
First The Psychological Model which regards individual behavior as the force behind
resisting change .Second The Systems Model states that people do not resist change but
they fear of losing something very important to them. Third The Institutional Model
suggests that resistance becomes a part of all the critical functions in the organization
such as the organization hierarchy, the way decisions are made and the way resources are
allocated among the organization members. Fourth The Organizational culture approach
states that causes of resistance are due to the culture of the organization i-e the values,
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The above viewpoints to explaining resistance to change have some homogeneity as well
change at present. Due to the diversity of the nature of the organizational changes and the
adequate to have a consensus explanation of resistance to change. Burke studies the work
of Ham brick and Canella who classified resistance as blind, political and ideological .In
Blind Resistance people fear Change or are hostile towards change since change involves
a future state that remains unknown. In the Political Resistance individuals feel that due
Resistance individuals view change as a negative force which may harm their deep seated
SIGNS OF RESISTANCE
VISIBILITY OF RESISTANCE
Resistance has also been described more specifically. Resistance can be either covert or
Covert Resistance
When resistance is hidden the individuals may have lack of motivation and may exhibit
Overt Resistance
When resistance is open and immediate, management can handle it easily. For instance
when employees are informed about a change initiative they react to it by voicing
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complaints, reducing their output and may even warn management that they would go on
ACTIVITY OF RESISTANCE
There are two forms of resistance i-e active and passive (Straker, 2009).
Active resistance
In Active Resistance individuals openly reject the change initiatives. Here people take
specific action to resist the change. It may be overt, with such as public statements, and it
(Straker, 2009).
Overt active resistance is visible and management can use formal disciplinary actions
management has to use the covert methods to identify the source and take suitable
Passive resistance
In Passive Resistance individuals indirectly exhibit behaviors that are against the change.
Here people do not take specific actions. At meetings, they will not participate and may
appear to agree with the change. They mainly refuse to work in association with the
change. For example, they may agree and then do nothing to fulfill their commitments
(Straker, 2009).
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One way to solve this is to get public commitment to an action (this can be done in small
steps), then follow up to ensure they complete the action. Then keep repeating this until
COLLECTIVISM OF RESISTANCE
Resistance can happen both on an individual basis or people may group together and
Individual action
Individually, people may oppose change, although this is generally limited to the degree
of their personal ability and authority. Individuals having less influence may depict slow
refusals and hidden action. Those having more power may react to change initiative by
Action by Management
Management should handle individual action individually, starting with those with
greater power. If necessary the management may discipline a senior executive which may
Collective Action
When people resist change on a collective basis, then their words and actions can pose a
major danger to the change, even though they have less influence individually. Trade
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Organized resistance usually depicts a strong breakup. Employees are not hostile towards
change collectively unless they feel that change would adversely impact their work and
Action by Management
Manage the resistance shown by groups, by negotiating with their leaders (which can be
much easier rather than dealing with employees in small groups). Management may need
to bargain, but at least it should be able to save some key elements of the change.
Management can also 'break up and rule’ by making deals with important individuals,
this has to be done very carefully as it can cause a serious problem (Straker, 2009).
If management fails to identify the sources of resistance and manage it effectively, then
the change program would suppress, alternatively, gradually and unnoticeably pushing it
to death. Therefore you must know that who is resisting change and how are they
Change recipients who are extremely opposing the change will either exhibit resistance
openly, voicing their complaints loudly and on a regular basis, or depict resistance in a
hidden way. Hidden resisters work stealthily, concealing their contempt of opposition,
but creating a much more serious challenge for the management. Four basic types of
reaction to organizational change have been identified. At what level do the resistors of
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Enthusiasts
These receivers of change are inherently united to the change idea. They may agree
impartially that the change will be good for the organization, or they may want to receive
some personal benefit from the change, such as a guarantee of job security, promotion or
a higher salary. Enthusiasts will avail opportunities to spread in all directions the
approval for the change and will try to explain to others about its advantages. They will
also adopt the change readily showing to others by their actions, and will volunteer for
membership of teams. These early adopters may also make good choices as trainers and
Followers
Followers range from those that are generally submissive, wishing to have minimum
amount of resistance, to those who are initially reserved to adopt the change, but
ultimately accept it once they understand that the change cannot be avoided.. These
Objectors
Objectors will exhibit their resistance to change whenever they get a chance to. They may
break up meetings, not attend training, take unapproved leave and refuse to follow
instructions. Objectors will always use unnecessary systems and processes when others
are adopting the change initiatives. They do not dislike arguing with managers and
colleagues and will try to convince them to continue using old methods. Unions exhibit
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resistance in the form of strikes, lockouts, “work to rule”, legal challenges and boycotts
(Allan, 2009).
Underground
Change recipients working for the underground are passionate not to show their
resistance openly. They may fear direct punishment, such as termination or fines, or more
personal costs, such as ridicule or loss of status and authority. Managers who are against
the change but who are required to be seen to be in favor of it are the main people behind
supporting underground resistance. This style of resistance is, by virtue, always hidden
and can take many forms. Common forms include presenting false reports, feeding
incorrect facts and figures, stealing, damaging infrastructure and equipment, using
sarcasm, spreading rumors, excessive absences, inferior quality of work and decreased
CAUSES OF RESISTANCE
1) INDIVIDUAL SOURCES
Habit Human beings are creature of “habit,” everyday we do things out of habit. When
changes are brought in individuals feel uncomfortable in adjusting with the change so
Security Individuals who have a high need for security would resist change because they
see it as a danger to their current safe and secure state (Robbins & Sanghai, 2006).
Economic Factors When the job design or the established working patterns are
changed then people would resist change as they fear they would not be able to
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perform according to the new working standards, particularly when pay is based on
Fear of Unknown Change involves a future state which is unknown and thus leads to
and normally ignore information that creates challenges for them (Robbins &
Sanghai, 2006).
Disagreement with the need for change Associates may feel that the new direction
False beliefs To put themselves at ease and avoid taking the risk, many people
fool themselves into believing everything will all work out someday by itself
(Kotellnikov, 2001).
2) ORGANIZATIONAL SOURCES
Structural Inertia Organizations have established rules and procedures like the selection
processes and the chain of command. When change is brought in, this structural inertia in
the organization attempts to maintain the status quo with an equal power in the opposing
organization it would also impact the other parts of the organization. So if changes
are only brought in the subsystem of the organization then the fruitful results of
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Group Inertia The norms in a group have a strong influence on the individuals and
these norms may restrict an individual from accepting a change (Robbins & Sanghai,
2006).
Threat to Expertise When the organization structure or work patterns are changed
they pose a danger to the specialized groups (Robbins & Sanghai, 2006).
established power relationships within the organization (Robbins & Sanghai, 2006).
resources often see change as a danger. They feel satisfied with the existing work
Misunderstanding and lack of trust People resist change when they do not
understand its implications and perceive that it might cost them much more than they
gain. Such situations often occur when trust is lacking between the person initiating
There are following techniques which are used to overcome resistance (Robbins &
Sanghai, 2006).
the rationale for the change decision to the employees. If employees are fully aware
of the facts and their misconceptions are removed then resistance would be
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group presentations or reports. This would be of great help if the management and
process who are against the change. If the participants are capable of making valued
suggestions their involvement would reduce resistance, increase their loyalty and the
tendency of making inappropriate decision and taking too much time (Robbins &
Sanghai, 2006).
are at a peak then the change agents can provide them with counseling and therapy,
teaching them new skills and helping them develop new competencies or giving
incentives like paid leave for absence may facilitate them. However the pitfall of this
technique is that it takes a lot of time is expensive and success is not guaranteed
exchanges something of value with the employees who are the target of change. For
instance a particular reward can be given to individuals who are resisting change and
have a strong influence in the organization. The drawback is that it is very costly and
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hidden means. Here the facts and figures are misrepresented and diverted from truth
to make them more appealing also hiding additional information and creating false
rumors so that employees welcome change, are all part of manipulation. While Co-
convenient way to get the support of the people opposing the change (Robbins &
Sanghai, 2006).
Coercion It means to directly threat or compel the people against the change to
accept it. Coercion should only be practiced when all other techniques fail. Threats by
resisting change, not giving promotions, and negative performance evaluations are all
or the one that has the capacity, elasticity and flexibility to change is ideal. In learning
organizations, employees share their views and make suggestions and participate
Clear Vision for all levels of management (Vancevich, Konopaske, & Matteson,
2005).
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Strong focus on mutual dependence, value and importance of each unit and
Matteson, 2005).
Matteson, 2005).
Any organization in an industry can become a learning system that can thrive on change.
Setting aside old ways of thinking and minimizing the resistance to change can become a
2005).
MANAGING RESISTANCE
With a clear understanding of resistance and how it can be handled, there are many
actions managers can take to manage it. The first step is to determine if the resistance is
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should identify the additional knowledge and skills required and provide the appropriate
employees so that they understand why they’re being asked to change, and later they
should be evaluated to see if they’ve accepted the change. Identify any inconsistencies
with what’s necessary to motivate people in the direction of the change objectives (i.e.,
performance measures and compensation. Then develop plans for new rewards,
recognition, performance measures and compensation that support the change objectives.
It is very important that the change manager anticipate, and plan strategies for dealing
with resistance. This applies not only at the introduction of the change, but there must be
follow-through, so that the change manager monitors the change over the long-term,
Values in a group have a strong unrealized impact upon the individuals, especially how
groups and teams react to change. Groups compel the members to adjust with the values
of the group. Usually individual behavior is very difficult to change as group members
may oppose organizational changes that are against the values and expectations of the
group. Levin suggested that change effort can be successful by involving groups, because
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unless the group values and patterns are also changed, changes in individual behavior will
Another way to reduce resistance is by making groups and teams participate in decision
making process before bringing about a change. Here the key factor is that when groups
participate in the planning and implementation of change initiatives, they would generally
welcome rather than being hostile towards the organizational change (Hughes, 2006).
leaders to take greater ownership of the change, and allowing work groups to have
more control over the means through which a change is implemented ”(Hughes,
2006, p.135).
Cuming suggests that by involving group members in making decisions about what
changes are suitable for their scenario, their suggestions and contributions are likely to be
valued and taken into consideration. King and Anderson view the research of Coch and
French on a pajama factory in which one group of workers were involved in a change
who took part in a number of group meetings for a change initiative and the second group
who were not involved in the decision process intentionally. The result was that the group
which was involved in the decision process depicted less resistance as compared to the
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RESISTANCE TO INNOVATION
There may be pressures from the society that hinders the acceptability of innovation. The
product which is still functioning and is in a good working condition, when innovation
comes in that product some people will not accept the innovation although they like it but
the devaluation (as they have to buy the new product and sell the old one) will hinder the
Knowledge or Skills The older people will reject the innovation because of devaluation
Elimination of Jobs All the automation in the organization will be resisted by the
employees because it will replace them and they will not be having Job security (Spence,
1994).
Avoid Expenditure For Replacement People resist innovation because they want to
Contradiction with Social Customs Innovations are comfortable but not acceptable
example bikini is comfortable but not accepted by Eastern society (Spence, 1994).
Contradiction with Existing Laws Anything which is against the law will not be
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Breaking of Equilibrium People will not accept the change because they do not want to
shift from their status quo i-e current situation (Spence, 1994).
POSITIVE RESISTANCE
Managers often perceive resistance negatively, and employees who resist are viewed as
disobedient and obstacles the organization must overcome in order to achieve the new
goals. However in certain instances, employee resistance may play a positive and useful
disagreement do not necessarily equate to negative resistance, but rather may be intended
claims, "the idea that anyone who questions the need for change has an attitude problem
is simply wrong, not only because it discounts past achievements, but also because it
Piderit points out that what some managers may perceive as disrespectful or unfounded
desire to protect what they feel is the best interests of the organization. Employee
also can act as a as a gateway or filter, which can help organizations select from all
possible changes the one that is most appropriate to the current situation. According to de
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Jager "resistance is simply a very effective, very powerful, very useful survival
Folger & Skarlicki claim "that not all interventions are appropriate as implemented -the
organization might be changing the wrong thing or doing it wrong. Just as conflict can
sometimes be used constructively for change, legitimate resistance might bring about
Low job satisfaction, lack of motivation and morale, ineffective communication (Aurora,
1998).
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References
Aurora, K. C. (1998). Total Quality Management & ISO 14000. Delhi: Sanjeev Kumar
Kataria.
Bolognese, A. F. (2008, December 12). Winthrop University. Retrieved may 14th, 2009,
from NewFoundation: www.newfoundations.com/orgTheroy/Bolognese721.html
Kotellnikov, V. (n.d.). Vadim kotelnikov, GIVIS. Retrieved may 14th, 2009, from
1000ventures.com: www.1000ventures.com/business-
guide/crosscuttings/change-resistance.html
Robbins, S., & Sanghai, S. (2006). Organization Behavior (11th ed.). Delhi: Prentice
Hall.
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Vancevich, J. M., Konopaske, R., & Matteson, M. T. (2005). Organizational Behavior &
Management (7th ed.). Singapore: Mc Graw-Hill Companies, Inc.
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