Chapter Four: Resistanc to

Change
By
Mohammad Jonaed kabir
MBA, MPhil, PhD Research Fellow
Associate Professor
DBA, IIUC
01716219642
mjk_iiuc@yahoo.com
 Learning Objectives
 Resistance: The concept
 Nature of resistance: Positive or negative?
 Factors contributing resistance
 Mechanism underlying resistance
 Recognizing resistance: The management
challenges
 Reducing resistance to change
 Suggestions for managing resistance to change
 Techniques for managing resistance
4. Managing Resistance
 Resistance: The concept

• Resistance is a Normal Reaction to Disruption and Real

or Perceived Loss

• “Resistance is any conduct that serves to maintain status

quo in the face of pressure to alter the status quo.”
“Positive” Response to Change

Hopeful Realism
Informed (Hope)
Pessimism Informed Optimism
(Doubt) (Confidence)

Uniformed
Optimism Completion
(Certainty) (Satisfaction)
 Responses to Change
“Negative Responses to change ”
Acceptance
Active Anger

R
e Bargaining
s
i Stability
s
t Denial
Testing
a Immobilization
n
c
e
Depression

Passive Time
 Factors contributing resistance
• Fear of the unknown
• Loss of control
• Loss of face
• Loss of competency
• Need for security
• Poor timing
• Force of habit
• Lack of support
• Lack of confidence
 Sources of resistance
Resistance to change appears to be a natural
and positive reaction to change.
Forms of Resistance to Change:
– Overt(open) and Immediate
• Voicing complaints, engaging in job actions

– Implicit(not directly) and Deferred(postpone)

• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
• Deferred resistance clouds the link between source
Individual sources
Organizational resistance
 Sources of Resistance
• Aptitude
– Is unable to make the change
• Attitude
– Doesn’t want to make the change
• Threshold for Change
– Doesn’t have the “energy” to make the change
Sources of Resistance: Aptitude

Individual Abilities Low Tolerance for Change

See change as more

Fear the unknown
work
Don’t want to accept the death of
Fear inability to
the old ways ( preservation of the
develop the new
past)
skills required
Have “scars”from prior changes
Don’t understand
what it will take to
be successful in the
future state
Sources of Resistance: Attitude
Lack of Motivation Differing Assessments

Don’t see the need for Change initiators usually

change have more information than
A compelling vision has stakeholders
not been presented Those affected may not see
No positive consequences the “Big Picture” therefore
for changing the change does not make
sense
Perceive costs greater
than benefit
 The Faces of Resistance

Not Enough Time

Anger Attack
Silence
Withdrawal Intellectualizing
Endless
Questions
Going Through Confusion Just
The motions don’t want To Get
Details It
Ignore IT
Details
Deny It
Details
Glorify the Past
 Faces of Resistance

Active Passive
Because it is out in When resistance is
the open, active Hidden, it can go
resistance is more unnoticed and
constructive and undermine efforts to
easier to manage transform an
than its organisation
underground
counterpart
 Faces of Resistance
• Active • Passive
– Deliberate opposition – Withholding info
– Hostility – Procrastination/ Delays
– Agitating others – No confrontation, but
– Failing to report still no productivity
problems – Not attacking solution,
– Problem denial but not supporting
either
– Chronic quarrels
– Over-complicating the
– “This won’t work”
new way
– “We’ve always don it
this way
 Managing Resistance: Aptitude
• Identify needed Knowledge and skills
• Provide a training / development program
• Create opportunities to practice without
consequences
• Reward demonstrations of new abilities
• Mentor and model desired behaviors and
skills
• Monitor workloads to ensure they remain
realistic
 Managing Resistance: Attitude
• Ensure people understand why change is
needed- the business case for change
• Put the change into the context of the “ Big
Picture” link it to other changes
• Convey a compelling vision for the future
• If possible, personalize benefits of the
change
• Establish rewards, recognition, incentives
and performance objectives that support
change objectives
 Managing Resistance: Raising
Thresholds for Change
• Communication
– Preview, view and review
– Ensure regular, timely information distribution
– Communicate with the audiences “needs” in
mind
– Clarify what is not changing along with what is
• Participate
– Involve people in decision making
– Seek out and use ideas and opinions
 Raising Thresholds for Change
• Facilitate ( Change)
– Understand People
• Find out how people are doing along the way, not
just at the end
• Provide opportunities for two way communication
and “Venting”
• Don’t just hear Listen!
– Find supporting people
• Leverage the help of those who commit early
• Create a change infrastructure.
 Reducing resistance to change
• Education and Communication
– Show those effected the logic behind the change
• Participation
– Participation in the decision process lessens resistance
• Building Support and Commitment
– Counseling, therapy, or new-skills training
• Implementing Change Fairly
– Be consistent and procedurally fair
• Manipulation and Cooptation
– “Spinning” the message to gain cooperation
• Selecting people who accept change
– Hire people who enjoy change in the first place
• Coercion
– Direct threats and force
 Summary
• Resistance is a normal response to change
• There are many different displays of
resistance
• Encourage expression of resistance; get it
out in the open
• Help move people toward exploration and
commitment in order to minimize resistance
and productivity loss
• Choose suitable strategies to deal with group
and individual responses: customize plans