Professional Documents
Culture Documents
Unconscious Conscious
Overt
V Covert and conscious
V Covert and unconscious
V Overt and conscious
V Overt and unconscious
These do not realize Undermine change while
they are undermining a pretending to support it.
change. Fail to meet Some resent discomfort,
targets or understand while others want to
implications, are sabotage the company or
surprised when an individual for their own
Survivor Saboteur gain.
informed
a
They are extreme case of They believe their refusal to
Zombie Protester change is good thing. They
survivor, unable to change
at all. Verbally agree but are always finding fault
neither have will or ability with change, traditionalist.
to change. Do not Easiest and interesting kind
of resisters. Are open and
consider it as resistance willing to discuss.
till reminded
V These help organize information about resistance
V As resistance behavior emerges these can be
analyzed by deciding their position on the matrix.
V The answers guide decisions about how to respond.
V Unconscious actions require managers to help them
become aware of what they are doing and why. This
behavior requires education rather than
punishment.
V Conscious behavior which is overt should be
managed by encouraging debate.
V Understanding the cause of resistance allows
creation of management strategy. There are five
common causes:
G Lack of belief that there is a serious need for change
G Different descriptions of the need for change
G No agreement about the goals for change
G Lack of belief that goal is achievable
G No confidence in the manager of change
V Resistance results from differences: whether
ideas, motives, plans, or priorities.
V Appreciate differences, understand its causes
and so create resolution
V Do those people who are asked to implement
change realize that it is based on a serious need?
V Do those involved describe or understand the
need in the same way?
V Is there a common end-goal for change to which
everyone agrees?
V Does everyone believe the goal is attainable and
helps the company?
V Is there unanimous confidence in the person
selected to manage change?
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