Chapter

Resistance to Change
Learning Objectives
Identify signs of resistance to change.
Understand reasons for resistance to change.
Be alert to resistance from within the rank of
management.
Recognize the strengths and weaknesses of various
approaches to the management of resistance to change.

SUPPORT FOR CHANGE

There are many reasons why people are likely to be supportive
of change.
Kirkpatrick identifies the following outcomes that are likely to
cause people to react positively to change:
1. Security
2. Money
3. Authority
4. Status/ prestige
5. Responsibility
6. Better working conditions
7. Self satisfaction
8. Better personal contacts
9. Less time and effort

SIGNS OF RESISTANCE TO CHANGE

Resistance is a very real and common issue that is faced by
change managers during the process of change.
It can be considered tridimensional made up of three
components:
Affective: how a person feels about change (e.g. angry).
Cognitive: what they think about it (e.g. its a crazy idea!).
Behavioural: how they act or what they do in the face of
change .
The behavioural response may take active or passive
forms.
Passive resistance occurs when managers exhort
subordinates to implement a change without first
clarifying the connection between the change and some
aspect of organizational identity.

 Active resistance occurs when change is interpreted as directly

in conflict with key elements of organizational identity.

WHY DO PEOPLE RESIST CHANGE

Change can be a threat to people in organizations.
-Organizations resist changing their status quo, even though change might be
beneficial.
-Why People Resist Change:
-An individual is likely to resist change for the following reasons: uncertainty,
habit, concern over personal loss and the belief that change is not in the
organizations best interest.
-Change replaces the known with ambiguity and uncertainty. For when quality
control methods based on sophisticated statistical models are introduced
into manufacturing plants, many quality control inspectors have to learn the
new methods. There is a fear they will be unable to do so and develop
negative attitude towards the change.
-As human beings we are creatures of habit. Life is complex enough- we dont
want to consider full range of options for hundreds of decisions we make
every day. To cope with this complexity we rely on habits and programmed
responses.
-The third cause of resistance is fear of loosing something already possessed.

Change threatens the investment you have already made in the status quo.
The fear of loss of status, money, authority, friendship, personal
convenience, or other benefits. Older employees have generally invested
more in the current system and thus have more to lose by changing.
- The other cause of resistance to change is the persons belief that change is
incompatible with the goals and interests of the organization. For example
an employee who believes that a proposed new job procedure will reduce
product quality or productivity can be expected to resist the change. This
resistance is positive than it is beneficial for the organization.
- One reason is self interest. How will this affect me. How much will depend
on how strongly they feel their self interests are affected.
- Misunderstanding and lack of trust. People are against change when they
dont understand it. Managers mistrusting employees and fearing power
loss often oppose efforts to involve employees in work decisions.
- Individuals have low tolerance for change to adjust to new situations. They
have a fear of not learning new skills and behaviors entailed.

WHY DO PEOPLE RESIST CHANGE

Dislike of change.
Discomfort with uncertainty: it is magnified by lack of
confidence that they have the skills/capabilities needed in post
change situations.
Perceived negative effect on interests: effect of change on
interest that includes factors such as authority, status, rewards
(including salary), autonomy and security.
Attachment to the established organizational culture/identity:
it is the beliefs, values and mental models that members hold
about an organization.
Perceived Breach of Psychological contract: a violation of
this contract occurs when employees believe that the employer
is no longer honoring its part of the deal.
Lack of Conviction that Change is needed: People are likely to

1.

React negatively to change when they feel that there is no need for the
change. For example what seems obvious to some (we must change) is
not necessarily seen this way by others (What is the problem).
Lack of Clarity as to what is Expected: For example A brilliant business
strategy is of little use unless people understand it well enough to apply it.
Belief that the Specific Change being Proposed is Inappropriate: Those
affected by proposed change are likely to form a view that it is either a
good idea (we needed to do something like this) or a bad idea (whose
crazy idea is this?). In some cases resistors might be right, the proposed
change may not be a great idea that its proposers assume. That is
sometimes the voice of resistance can keep us from taking untimely or
foolish actions.
Belief that the Timing is Wrong: People may resist, not because they think
that the proposed change is wrong they may like the idea but because
they believe the timing to be wrong.
Excessive change: which they characterize as having two forms.
The first form occurs where an organization is pursuing several change
initiative at once and these are perceived by people in the organization as
unrelated.

2. The second form occurs when an organization introduces a series of change

and people in the organization feel that resources (including their time) is
being reassigned to new initiatives before the earlier ones have been given
sufficient attention for them to be effectively implemented. These waves of
change may produce initiative fatigue and burnout which inhibit readiness
for further change.
Cumulative Effect of other Changes in Ones Life: Individuals readiness for
change at work is affected by what else is going on in their lives. Individuals
stress comprise elements from diverse aspects of ones life, not just those
associated with the employment relationship.
Perceived clash with Ethics: indicates that resistance might be motivated by
individuals desires to act in accordance with their ethical principles.
Reaction to the Experience of previous changes: People previous experience
of change provide them with a script a set of assumptions/ beliefs as to
what happens in the situation of organizational change. Where the past
experience has been negative, cynicism (such as anger, anxiety) is likely to
result, which in turn reduces willingness to engage in future change efforts.
Disagreement with the way the change is being managed.

Managing Resistance
A Situational Approach:
this proposes six methods for managing resistance
that should be chosen based on contextual
factors.
Method
Context
Education & Communication

resistance is due to lack of

information

Participation & Involvement

Resistance is a reaction to a sense

of exclusion from the process

Facilitation & Support

Resistance is due to anxiety and

uncertainty

Negotiation & Agreement

Resistors in a strong position to

undermine the change process

Manipulation & Cooperation

Other methods are too time

consuming or resource demanding

Explicit & Implicit Coercion

Change recipients have little

capacity to resist; survival of the
org. is at risk without the change
6-10

Managing Resistance
The Resistance Cycle, aka Let Nature Take Its
Course:
here resistance has four psychological
states through which people progress
denial, resistance, exploration and
commitment. This has implications for how
managers may intervene.
Creative Counters to Expressions of
Resistance:
this focuses on a micro-aspect of change
comments that might signal resistance and
comments that managers may use to
counter the expressed sentiment.

Managing Resistance
Thought Self-Leadership:
Resistance to change can be overcome by influencing the
perceptions of individuals that drive the way they react to
change.
Tinkering, Kludging, and Pacing:
This reconfigures existing business practices and models to
make change successful.
The Power of Resistance:
Resistance can be used to build support for change in the
organization.
1. maintain clear focus,
2. Embrace resistance,
3. respect those who resist,
4. relax,
5. join with the resistance.