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Resistance To Change

Resistance to change is natural and inevitable in organizations. It can delay and slow down change implementation and increase costs. There are many reasons for resistance, including fear of job loss, increased workload, and loss of power or identity. Most employees will initially sit on the fence in reaction to change, while 15% will be for it and 15% against it. Common types of resistors include saboteurs, survivors, protesters, and zombies. Overcoming resistance requires understanding it, communicating the need for change clearly, involving employees, providing support for adaptation, and using strategies like education, participation, negotiation, and addressing concerns. Managing resistance is important for successful organizational change.

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84 views15 pages

Resistance To Change

Resistance to change is natural and inevitable in organizations. It can delay and slow down change implementation and increase costs. There are many reasons for resistance, including fear of job loss, increased workload, and loss of power or identity. Most employees will initially sit on the fence in reaction to change, while 15% will be for it and 15% against it. Common types of resistors include saboteurs, survivors, protesters, and zombies. Overcoming resistance requires understanding it, communicating the need for change clearly, involving employees, providing support for adaptation, and using strategies like education, participation, negotiation, and addressing concerns. Managing resistance is important for successful organizational change.

Uploaded by

Kanchan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Resistance to Change

Prof Kanchan Akshay


Resistance to Change

– Efforts by employees to block the intended change is referred to as Resistance to


Change.

– Resistance to Change has been defined by Ansoff as:

– “Resistance is a phenomenon that affects change process, delaying and slowing


down its beginning, obstructing or hindering its implementation, and increasing
its cost.”
Resistance to Change

Resistance is a natural and inevitable reaction in an


organization. You can expect it.
Resistance is sometimes hidden, so it may be necessary to take
active steps to find it
There are many reasons for resistance; it is important to
understand it
We manage resistance by working with people, and helping
them deal with their concerns
There are many ways to build acceptance. It is important to be
flexible. But persist!
Reactions to Change

Resistance by Employees
• Fear of losing job
• Fear of Increased workload
• Requirement of Training
• Orthodox Mentality
• Non-involvement in decision making
Reactions to Change

Resistance by Management
• Increase in Responsibility
• Change on experiment basis
• Increase in costs
• Non involvement of top management
Phases of Reaction
• Six Phases Model of Personal Change
Sr. No Phase Cognitive Response Affective Response

1 Anticipation Unaware about the changes, Feeling of Unrest. Is


employees make their guess it necessary?
2 Confrontation Change plans are announced. Fear of Losing
Employees are curious and start identity and power.
suspecting things Hidden threats
3 Realization Understanding that change is Suspicion about the
imminent and things are going intents of change.
to be different hereafter Doubts in mind
4 Depression Sunken feeling. Loss of hope Upset with anger and
tension
5 Acceptance Change is accepted Confident and ready
to face change
6 Enlightenment Appreciation of change and Happy about the
acceptance of new status quo change. Sustain good
performance
Resistance to Change

• How prevalent is Resistance to Change?

• It is generally acknowledged that in an average organization, when the intention


for change is announced:

• 15% of the workforce is eager to accept it


• 15% of the workforce is dead set against it
• 70% is sitting on the fence, waiting to see what happens
Types of Resistors

Reaction Resistor Description

Conscious and Covert Saboteur Sabotage change plans for


personal gains

Unconscious and Covert Survivor Opposes but fails.


Remains disappointed

Conscious and Overt Protester Protests rationally and


resolves issues

Unconscious and Overt Zombie Though agrees to change


but cannot change
behaviour easily
Sources of Resistance

• Misunderstanding
• Perception of Risks
• Structural Inertia
• Group Influence

• Fear of Unknown
• Anxiety
Steps to Overcome RTC

• Discussion with employees


• Proper Planning
• Protection of interest of employees
• Slow changes in parts
• Proper Training
• Change Agents
Organizational Change Process

i. Build awareness
ii. Recognize an area of need
iii. Diagnose the problem
iv. Decision 1: Develop, Review and Compare possible course of Action
v. Decision 2: Plan the change
vi. Reassess and adjust
vii. Implement the plan
viii. Follow-up & Review
ix. Celebrate the achievements
Strategies for Overcoming Resistance

• Education & Commitment: Communication will help to reduce anxiety and ensure people
understand what will be happening and what is expected of them
• Participation & Involvement: Increases understanding, enhances feelings of control and
reduces uncertainty. If possible involve people in drawing up the plans for change or at least
consult them when doing so.
• Facilitation & Support: Accepting legitimate anxieties and helping people cope with change.
Provide encouragement, training, support to help with adaption.
• Negotiation and Agreement: may have to offer incentives for agreeing to change
• Manipulation & Cooptation: attempting to show change in a positive light when it is not
positive. Cooptation involves getting people interested in the change by promising them
benefits e.g: new roles in new structure
• Explicit & Implicit coercion: using authority to get change through. Can be clearly stated or
implied (e.g. there will be serious consequences..)
Strategies for Overcoming Resistance

• Negotiation and Agreement: may have to offer incentives for agreeing to


change
• Manipulation & Cooptation: attempting to show change in a positive light
when it is not positive. Cooptation involves getting people interested in the
change by promising them benefits e.g: new roles in new structure
• Explicit & Implicit coercion: using authority to get change through. Can be
clearly stated or implied (e.g. there will be serious consequences..)
Conclusion

• “ It is not the strongest of the species that survives, nor the most intelligent, but
the one most responsive to change.”
-Charles Darwin
Thank You

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