BA 4226

Managing Organizational
Change
Resistance to change

Instructor: ar Topal

Resistance and images

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
2

Support for change

Security
Money
Authority
Status/prestige
Responsibility
Better

working conditions
Self-satisfaction
Better personal contacts
Less time and effort
3

Signs of resistance
Affective
Cognitive
Behavioral

Reasons for resistance-1

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
5

Reasons for resistance-2

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
6

Managing resistance
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