11/6/2016

Resistance and images

Support for change

Director: resistance signifies that not

everyone supports change
Navigator: resistance is expected and
represents different interests
Caretaker: resistance is short-lived and
change occurs anyways
Coach: resistance is expected and hinders
teamwork
Interpreter: resistance occurs when change is
not well understood
Nurturer: resistance is irrelevant to change

Security
Money
Authority
Status/prestige
Responsibility
Better working conditions
Self-satisfaction
Better personal contacts
Less time and effort

Signs of resistance

Reasons for resistance-1

Affective
Cognitive
Behavioral

Dislike of change
Discomfort with uncertainty
Perceived negative effect on interests
Attachment to the established organizational
culture/identity
Perceived breach of psychological contract
Lack of convinction that change is needed
Lack of clarity as to what is expected
Belief that the specific change being proposed
is inappropriate

Reasons for resistance-2

Managing resistance

Belief that the timing is wrong

Excessive change
Cumulative effect of other changes in ones
life
Perceived clash with ethics
Reaction to the experience of previous
changes
Disagreement with the way the change is
being managed
Managers as change resistors

A situational approach
Education and communication, participation
and involvement, facilitation and support,
negotiation and agreement, manipulation
and cooptation, explicit/implicit coercion
The resistance cycle
Creative counters
Thought self-leadership
Tinkering, kludging, and pacing
The power of resistance