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Email – nbalajhi@gmail.com Page 1 of 10Phone – 91 422 2447198
 
Change and Resistance to change
by N.Balajhi, Business Consultant, ConsultPro
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Email – nbalajhi@gmail.com Page 2 of 10Phone – 91 422 2447198
 
Change and Resistance to change
“…
by the time you know where you ought to go, it’s too late to go there, or,more dramatically, if you keep on going the way you are, you will miss the road to the future 
”Charles Handy in “The empty rain coat”Change is one of the most popular and widely used terms in corporate circles. It getslot of lip service. Commonly held notions of ‘Change’ are hardly challenged. Such isthe reverence for this word that any one who challenges it in public will be rebuked.God is revered and so is change. Mere mortals have failed to come to terms withboth.Resistance to change is the devil here. It reduces the efficiency of many a changeprogram and halts quiet few of them. Resistance is easy to address when it shows upin full glare and very difficult to handle when it is in dark. Change is inevitable andevery organization that aspires to grow continuously should adapt to changingenvironment and customer needs.
Change or be left behind - The ‘Why’ of change
Every business organisation has a mission, which outlines the purpose of itsexistence. To continuously deliver on the mission an organisation has to adapt andrespond to changes in the environment. It is akin to a mountaineer cutting down hisbaggage as climbing gets tougher. Any refusal to do so will weigh him down, reducehis pace and eventually make him sign off before reaching the summit. So the choiceis between reaching the summit in a leaner mode and getting bogged down with allunnecessary carriages. Those organisations wanting to perform and stay ahead of thepack must respond positively to changing needs and dictates of the market place. Thechoice is ‘change’ or ‘be left behind’.The above paragraph is not to suggest that any one who doesn’t change will perish.Let us put it this way. If something works then there is no need to change that. If itdoesn’t then it has to be changed. There is no need to panic or follow the herd as longas things are in line and working perfectly. Kinder garden teachers haven’t changedtheir approach to teaching alphabets as it works perfectly well to start with ‘A forApple’. Only when apples become extinct, they should look at some other ‘A’ letterword. So
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Email – nbalajhi@gmail.com Page 3 of 10Phone – 91 422 2447198
 
Figure 1CAB
Good health or bad health - The ‘When’ of change
When in trouble, change is a popular paradigm. That of course is inevitable and oftendone in desperation. Change programs / initiatives in times of strife often getunenviable support in the form of low morale, depleted resources and discreditedleadership. In times of strife first thing that will occupy the minds of people is theirown interests and safety (No wonder many change programs fail). We can safely statethat period of trouble is probably the least favourable time for change.The sigmoid curve (‘S’ shaped curve) given below captures various phases of lifecycle of almost anybody and anything. The ‘S’curve dips initially as input exceeds output inthe learning phase, gathers momentum anddeclines after peaking. Often it is in the declinephase when the realization sets in and changeprograms are initiated. If change programs areinitiated at point ‘A’ as suggested by second ‘S’curve then it will provide the best possible environment for change. It will also ensuretimely recovery as the first curve wanes.If an organisation has a soul, like us, then it will know when to change and what tochange. In absence of it identifying the point ‘A’ in the S curve is left to those who runthe organisation.
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.The fear that what if our assumption of nearing trough is unfounded will set theenthusiasts on the back foot. The fear that what if our change initiative fails willpermanently lock their feet. It is a predicament that can be best solved only by acomprehensive policy of change that facilitates identification and tracking of triggersof change process.The following figure lists down some common triggers of change for businessorganisations. They are categorized into external and internal triggers and further intofew more subcategories. It is only an indicative list of triggers that may warrantchange initiatives. Each and every item listed in the table requires furthermore inquiryand deep down probing before embarking on change programs. Some may be strategicin nature and some will lead to operational and tactical actions
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