MANAGING RESISTANCE TO CHANGE

The resistance is simply a form of feedback and that this feedback can be sued very productively
to manage the change process. One key to managing resistance is to plan for it and to be ready
with a variety of strategies for using the resistance as feedback and helping employees negotiate
the transition. Learning how to overcome resistance to change is an inevitable part of business.
Trying to bring everyone together to accomplish one goal and overcoming resistance to change is
very difficult task in itself. After all, change is the only way to survive in the quickly evolving
marketplace. Therefore, leaders must find a way to bring their employees together and overcome
employee resistance to change. Following should be taken into consideration:

 Expect Resistance
 Identify the Root Cause of Resistance
 Involve Executive Leadership
 Communicate Effectively
 Do Change Right the First Time

(a) Education and Communication: Communication about impending change is essential if

employees are to adjust effectively. The details of the change should be provided, but
equally important is the rationale behind the change. Effective education helps address
misconceptions about the change, including misinformation or inaccuracies. Education
and communication are unlikely to achieve very short-term effects. They need to be
delivered consistently and over a long-period for maximum impact.

(b) Participation: It is difficult for individuals to resist a change decision in which they
participated. Prior to making a change, those opposed can be brought into the decision
process. When employees are allowed to participate, they are more committed to the
change.

(c) Empathy and Support: Another strategy for managing resistance is providing empathy
and support to employees who have trouble dealing with the change. Active listening is
an excellent tool for identifying the reasons behind resistance and for uncovering fears.
Key elements of facilitation and support might include additional training, counselling
and mentoring.

(d) Negotiation: Another way to deal with potential resistance to change is to exchange
something of value for a lessening of the resistance. Where some persons in a group
clearly lose out in a change, and where groups have considerable power to resist,
negotiation and agreements are helpful. The negotiation and bargaining might involve
 offering better financial rewards for those who accept the requirements of the change
programme. Alternatively, enhanced rewards for leaving might also be offered.

(e) Co-option & Manipulation: Co-option involves bringing specific individuals into roles
that are part of change management (perhaps managers who are likely to be otherwise
resistant to change).Manipulation involves the selective use of information to encourage
people to behave in a particular way. While the use of manipulation might be seen as
unethical, it might be the only option if other methods of overcoming resistance to
change prove ineffective

(f) Coercion: Coercion is the application of direct threats or force on the resisters. They
essentially force people to accept a change by explicitly or implicitly threatening them
with the loss of their jobs, promotion possibilities and transferring them.