2. Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Resistance to Change
Three Factors
Organizational
Resistance
Group
Resistance
Effort to block new ways of
doing things
Individual
Resistance
4. Individual Resistance
• Individual sources of resistance to
change reside in basic human
characteristics such as perceptions,
personalities & needs.
• Reasons of individual resistance:
• Economic Reason –The
economic reason of resistance to
change usually focus on:
• Fear of technological
unemployment.
• Fear of reduced work hours &
consequently less pay.
• Fear of demotion & thus reduced
pay.
5. Individual Resistance
• Fear of Loss- When a change is
impending, some employees may
fear losing their jobs, status
particularly when an advanced
technology is introduced.
• Security – people with a high
need for security are likely to
resist change because it threatens
their feeling of safety.
• Status quo- change may pose
disturbance to the existing
comforts of status quo.
6. Individual Resistance
• Peer Pressure- individual
employees may be prepared to
accept change but refuse to accept it
for the sake of the group.
• Disruption of Interpersonal
Relation- employees may resist
change that threatens to limit
meaningful interpersonal
relationships on the job.
• Social Displacement- Introduction
of change often results in
disturbance of the existing social
relationships. Change may also
result in breaking up of work groups.
7. Group Resistance
• Organizations, by their very nature
are conservative. They actively resist
change. Reason of organizational
resistance
• Resource constraint: resources
are major constraints for many
organizations. The necessary
financial , material & human
resources may not be available to
the organization to make the
needed changes.
8. Group Resistance
• Structural inertia – some
organizational structures have in-
built mechanism for resistance to
change. Eg in bureaucratic
structure where jobs are
narrowly defined & lines of
authority are clearly spelled
out, change would be difficult.
9. Organizational Resistance
• Organizational resistance means the
change is resisted at the level of the
organization itself.
• Some organization are so designed
that they resist new ideas, this is
specifically true in case of
organization which are conservative
in nature.
• Majority of the business firm are
also resistance to changes.
10. Organizational Resistance
• The major reason for organizational
resistance are:-
• Threat to power
• Group inertia
• Organizational structure
• Threat to specialization
• Resource constants
• Sunk costs
11. Communication • Highest priority and first
strategy for change
• Improves urgency to
change
• Reduces uncertainty
(fear of unknown)
• Problems -- time
consuming and costly
Minimizing Resistance to Change
12. Communication • Provides new knowledge
and skills
• Includes coaching and
action learning
• Helps break old routines
and adopt new roles
• Problems -- potentially
time consuming and
costly
Minimizing Resistance to Change
Training
13. Communication • Increases ownership of
change
• Helps saving face and
reducing fear of unknown
• Includes task forces, search
conferences
• Problems -- time-
consuming, potential
conflict
Minimizing Resistance to Change
Training
Employee
Involvement
14. Communication • When communication,
training, and involvement
do not resolve stress
• Potential benefits
–More motivation to change
–Less fear of unknown
–Fewer direct costs
• Problems -- time-
consuming, expensive,
doesn’t help everyone
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
15. Communication
• When people clearly lose
something and won’t
otherwise support change
• Influence by exchange--
reduces direct costs
• Problems
–Expensive
–Increases compliance, not
commitment
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
Negotiation
16. Communication
• When all else fails
• Assertive influence
• Firing people -- radical
form of “unlearning”
• Problems
–Reduces trust
–May create more subtle
resistance
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
Notes de l'éditeur
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Resistance to change – Efforts to block the introduction of new approaches. Some of these efforts are passive in nature, involving such tactics as verbally supporting the change while continuing to work in the old ways; other efforts are active in nature, involving tactics such as organized protests and sabotage.
Lack of understanding – Communicate clearly what the change entails.
Different assessments – Include potential or actual resisters in the decision-making process.
Self-interest – Reason with resistors, transfer or coerce them.
Low tolerance for change – Offer or assure support for the resistors during the learning process.
