MANAGING RESISTANCE

TO CHANGE

Session 2
Effects of Change
Operational effect
Typewriter
Computerization
Automation

Psychological effect
Fear, anxiety
Joy, satisfaction

Social effect
R&D team shifted to production facility
Interaction with IT team
 Spectrum of possible behaviors toward change

Enthusiastic cooperation
Cooperation under pressure from management
Acceptance Acceptance
Passive Resignation
Indifference
Indifference Apathy; loss of interest in job
Doing only what is ordered
Regressive behavior
Non learning
Passive Resistance Protests
Working to rule
Doing as little as possible
Active Resistance Slowing down
Personal withdrawal
Committing errors
Spoilage
Deliberate sabotage
Resistance to change
Explicit Implicit
Strikes Decreased motivation
Slowdowns Decreased loyalty
Complaints Errors
Lockouts Absenteeism
Foot dragging

Which is more difficult to cope?

Why individuals resist change?
Selective perception
We all view things differently
Lack of information
Fear of unknown
How will automation affect job security?
Habit
Resentment towards the initiator
Timingand implementation often lacks concerns for the
people expected to carry it out
Why organizations resist change?
Power maintenance
Structural stability
Imparts predictable behavior and hence resist change
Functional sub-optimization
Different functions may view change differently
Organizational culture
Group norms
Groups often sub optimize the organizational interest
for their own self interest
 Overcoming resistance to change
Approach
Education & Communication
Participation & Involvement
Facilitation & Support
Negotiation & Agreement
Manipulation & Cooptation
Explicit & Implicit Coercion
Commonly Used
When there is lack of information or inaccurate information
and analyses
Where the initiators do not have all the information they
need to design the change
Where others have considerable power to resist change
When people are resisting because of adjustment problems
When someone or some group will clearly lose out in a
change
Where others have considerable power to resist change
Where other tactics will not work or are too expensive
e.g. telling to take a pay cut to avoid shutting down,
providing benefits to the resistant parties
Where speed is essential
where change initiators possess considerable power
e.g. coercion to shut down plant, pay cut or layoffs
Minimizing resistance to change
Resistance to change by those affected is the single
most formidable obstacle to its successful realization
Resistance to the change is not the fundamental
problem to be solved
Instead the managers need to focus on the
situational and environmental factors that cause
resistance
Many of these factors are directly within
managements power to control or influence
Methods to overcome resistance
A. Compulsion, Threat & Bribery
Managers using their authority can threaten subordinates
with disciplinary actions
Can sabotage the change to such an extent that no benefits
would be realized
Bribing subordinates also may not produce long lasting
benefits of change
This approach attack the resistance rather than its causes

This approach creates new set of problems and the ethical

code of conduct is compromised.

Outright use of this approach is NOT RECOMMENDED

Methods to overcome resistance
B. Persuasion, Rewards & Bargaining
Attacks the root cause rather than symptoms of
resistance to change
Offering a reward (monetary/non monetary)

commensurate with change in effort can be a

powerful instrument in bringing change
Monetary Rewards Non Monetary Rewards
Improved Pension Scheme Impressive Job Title
Increased compensation Better Perks
Enhanced Medical Insurance Inclusion in certain meetings/DLs
Better holiday plan Education & Training
Methods to overcome resistance
Bargaining is a process based on the discussion
between management and those affected by change
and/or their union representatives
The essence of bargaining is compromise
To maximize the achievement of goals both parties
should give way to some of the points on which they
would have liked to secure agreement
The success depends on how successfully management:
Matches rewards offered to the employees needs
Considers all their complaints and suggestions
Gives concession to achieve major part of the objective
Methods to overcome resistance
C. Security & Guarantees
Reassurance aimed at reducing the fear of
insecurity esp. fear of redundancy
Fear of inability heightens the insecurity

Management must hold discussion to dispel fears

resulting from misunderstanding and lack of
information
Training and guarantee of continued income and
job security an do away such fears
Methods to overcome resistance
D. Flexibility and the tentative approach
It is often desirable to introduce change initially as
a tentative trial effort
Involved people can test their reaction to the new

situation before committing themselves permanently

Less likely to regard the change as threat

Management can assess the change and can make

necessary modification