Resistance to Change 1

CHANGE MANAGEMENT
Resistance to Change

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INTRODUCTION

“We may like change and regard it as an essential feature of living; it does not mean

that we always welcome it” (Hughes, 2006,p.118).

Resistance to change is a crucial element of change management. According to Stick

land, resistance is a continuous phenomenon for change agents and Randall views

resistance as an initial hurdle when bringing in most change programs. Resistance in

organizations is commonly referred to and viewed as an important component in any of

the change management decisions (Hughes, 2006).

It is important to recognize that not only employees show strong resistance to change

initiatives but also other groups such as suppliers, stakeholders and consumers. Moreover

resistance may be depicted by group behavior (Hughes, 2006).

Virtually any type of organizational change involves role transitions of some type. In

light of role transitions, it is almost natural for employees to resist major changes in the

workplace environment. During the change process tough decisions have to be made and

communicated. New possibilities and new priorities are intimidating to employees - the

ones who most often have to live with the effects of these decisions. The simple

announcement of changes in an organization can bring forth feelings of fear, insecurity

and fear - leading to stress (Richardson, 2002).

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RESISTANCE DEFINED

Zaltman & Duncan define resistance as "any conduct that serves to maintain the status

quo in the face of pressure to alter the status quo”. In the view of Folger & Skarlicki

resistance is defined as "employee behavior that seeks to challenge, disrupt, or invert

prevailing assumptions, discourses, and power relations” (Bolognese, 2008).

FOUR MAJOR VIEWPOINTS REGARDING RESISTANCE TO CHANGE

First The Psychological Model which regards individual behavior as the force behind

resisting change .Second The Systems Model states that people do not resist change but

they fear of losing something very important to them. Third The Institutional Model

suggests that resistance becomes a part of all the critical functions in the organization

such as the organization hierarchy, the way decisions are made and the way resources are

allocated among the organization members. Fourth The Organizational culture approach

states that causes of resistance are due to the culture of the organization i-e the values,

beliefs and assumptions of employees (Hughes, 2006).

King and Anderson explained resistance in terms of four viewpoints:

An Unavoidable Behavioral Response (Hughes, 2006).

A Politically Motivated Insurrection and Class Struggle (Hughes, 2006).

A Constructive Counterbalance (Hughes, 2006).

Cognitive and Cultural Restructuring (Hughes, 2006).

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The above viewpoints to explaining resistance to change have some homogeneity as well

as some heterogeneity .The result is that there is no universal description of resistance to

change at present. Due to the diversity of the nature of the organizational changes and the

external and internal operating environments of the organizations it would not be

adequate to have a consensus explanation of resistance to change. Burke studies the work

of Ham brick and Canella who classified resistance as blind, political and ideological .In

Blind Resistance people fear Change or are hostile towards change since change involves

a future state that remains unknown. In the Political Resistance individuals feel that due

to the implementation of change they will lose something precious. In Ideological

Resistance individuals view change as a negative force which may harm their deep seated

values, beliefs and assumptions (Hughes, 2006).

SIGNS OF RESISTANCE

VISIBILITY OF RESISTANCE

Resistance has also been described more specifically. Resistance can be either covert or

overt or a combination of both (Straker, 2009).

Covert Resistance

When resistance is hidden the individuals may have lack of motivation and may exhibit

low productivity due to lack of interest (Hughes, 2006).

Overt Resistance

When resistance is open and immediate, management can handle it easily. For instance

when employees are informed about a change initiative they react to it by voicing

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complaints, reducing their output and may even warn management that they would go on

strike if the change is implemented (Robbins & Sanghai, 2006).

ACTIVITY OF RESISTANCE

There are two forms of resistance i-e active and passive (Straker, 2009).

Active resistance

In Active Resistance individuals openly reject the change initiatives. Here people take

specific action to resist the change. It may be overt, with such as public statements, and it

may be covert, such as mobilizing others to create an underground resistance movement

(Straker, 2009).

Overt active resistance is visible and management can use formal disciplinary actions

(although positive methods should normally be used first). When it is covert,

management has to use the covert methods to identify the source and take suitable

measures (Straker, 2009).

Passive resistance

In Passive Resistance individuals indirectly exhibit behaviors that are against the change.

Here people do not take specific actions. At meetings, they will not participate and may

appear to agree with the change. They mainly refuse to work in association with the

change. For example, they may agree and then do nothing to fulfill their commitments

(Straker, 2009).

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One way to solve this is to get public commitment to an action (this can be done in small

steps), then follow up to ensure they complete the action. Then keep repeating this until

they completely accept the change (Straker, 2009).

COLLECTIVISM OF RESISTANCE

Resistance can happen both on an individual basis or people may group together and

exhibit resistance (Straker, 2009).

Individual action

Individually, people may oppose change, although this is generally limited to the degree

of their personal ability and authority. Individuals having less influence may depict slow

refusals and hidden action. Those having more power may react to change initiative by

open challenge and criticism (Straker, 2009).

Action by Management

Management should handle individual action individually, starting with those with

greater power. If necessary the management may discipline a senior executive which may

act as a warning for other employees (Straker, 2009).

Collective Action

When people resist change on a collective basis, then their words and actions can pose a

major danger to the change, even though they have less influence individually. Trade

Unions are a perfect example of collective action (Straker, 2009).

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Organized resistance usually depicts a strong breakup. Employees are not hostile towards

change collectively unless they feel that change would adversely impact their work and

life patterns (Straker, 2009).

Action by Management

Manage the resistance shown by groups, by negotiating with their leaders (which can be

much easier rather than dealing with employees in small groups). Management may need

to bargain, but at least it should be able to save some key elements of the change.

Management can also 'break up and rule’ by making deals with important individuals,

this has to be done very carefully as it can cause a serious problem (Straker, 2009).

REACTIONS TO ORGANIZATIONAL CHANGE

If management fails to identify the sources of resistance and manage it effectively, then

the change program would suppress, alternatively, gradually and unnoticeably pushing it

to death. Therefore you must know that who is resisting change and how are they

resisting (Allan, 2009).

Change recipients who are extremely opposing the change will either exhibit resistance

openly, voicing their complaints loudly and on a regular basis, or depict resistance in a

hidden way. Hidden resisters work stealthily, concealing their contempt of opposition,

but creating a much more serious challenge for the management. Four basic types of

reaction to organizational change have been identified. At what level do the resistors of

change fit in (Allan, 2009).

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Enthusiasts

These receivers of change are inherently united to the change idea. They may agree

impartially that the change will be good for the organization, or they may want to receive

some personal benefit from the change, such as a guarantee of job security, promotion or

a higher salary. Enthusiasts will avail opportunities to spread in all directions the

approval for the change and will try to explain to others about its advantages. They will

also adopt the change readily showing to others by their actions, and will volunteer for

membership of teams. These early adopters may also make good choices as trainers and

coaches during the implementation process (Allan, 2009).

Followers

Followers range from those that are generally submissive, wishing to have minimum

amount of resistance, to those who are initially reserved to adopt the change, but

ultimately accept it once they understand that the change cannot be avoided.. These

people will do what is required of them (Allan, 2009).

Objectors

Objectors will exhibit their resistance to change whenever they get a chance to. They may

break up meetings, not attend training, take unapproved leave and refuse to follow

instructions. Objectors will always use unnecessary systems and processes when others

are adopting the change initiatives. They do not dislike arguing with managers and

colleagues and will try to convince them to continue using old methods. Unions exhibit

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resistance in the form of strikes, lockouts, “work to rule”, legal challenges and boycotts

(Allan, 2009).

Underground

Change recipients working for the underground are passionate not to show their

resistance openly. They may fear direct punishment, such as termination or fines, or more

personal costs, such as ridicule or loss of status and authority. Managers who are against

the change but who are required to be seen to be in favor of it are the main people behind

supporting underground resistance. This style of resistance is, by virtue, always hidden

and can take many forms. Common forms include presenting false reports, feeding

incorrect facts and figures, stealing, damaging infrastructure and equipment, using

sarcasm, spreading rumors, excessive absences, inferior quality of work and decreased

productivity (Allan, 2009).

CAUSES OF RESISTANCE

1) INDIVIDUAL SOURCES

Habit Human beings are creature of “habit,” everyday we do things out of habit. When

changes are brought in individuals feel uncomfortable in adjusting with the change so

they resist change (Robbins & Sanghai, 2006).

Security Individuals who have a high need for security would resist change because they

see it as a danger to their current safe and secure state (Robbins & Sanghai, 2006).

Economic Factors When the job design or the established working patterns are

changed then people would resist change as they fear they would not be able to

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perform according to the new working standards, particularly when pay is based on

performance (Robbins & Sanghai, 2006).

Fear of Unknown Change involves a future state which is unknown and thus leads to

confusion (Robbins & Sanghai, 2006).

Selective Information Processing Individuals only understand things they want to

and normally ignore information that creates challenges for them (Robbins &

Sanghai, 2006).

Disagreement with the need for change Associates may feel that the new direction

is a wrong direction (Kotellnikov, 2001).

False beliefs To put themselves at ease and avoid taking the risk, many people

fool themselves into believing everything will all work out someday by itself

(Kotellnikov, 2001).

2) ORGANIZATIONAL SOURCES

Structural Inertia Organizations have established rules and procedures like the selection

processes and the chain of command. When change is brought in, this structural inertia in

the organization attempts to maintain the status quo with an equal power in the opposing

direction (Robbins & Sanghai, 2006).

Limited Focus of Change When a change is brought in the subsystem of an

organization it would also impact the other parts of the organization. So if changes

are only brought in the subsystem of the organization then the fruitful results of

change would not be achieved (Robbins & Sanghai, 2006).

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Group Inertia The norms in a group have a strong influence on the individuals and

these norms may restrict an individual from accepting a change (Robbins & Sanghai,

2006).

Threat to Expertise When the organization structure or work patterns are changed

they pose a danger to the specialized groups (Robbins & Sanghai, 2006).

Threat to Established Power Relationships Any changes in the decision making

authority or in other words decentralization would be a great threat to the long

established power relationships within the organization (Robbins & Sanghai, 2006).

Threat to Established Resource Allocation Individuals who possess a lot of

resources often see change as a danger. They feel satisfied with the existing work

conditions (Robbins & Sanghai, 2006).

Misunderstanding and lack of trust People resist change when they do not

understand its implications and perceive that it might cost them much more than they

gain. Such situations often occur when trust is lacking between the person initiating

the change and the employees (Kotellnikov, 2001).

OVERCOMING RESISTANCE TO CHANGE

There are following techniques which are used to overcome resistance (Robbins &

Sanghai, 2006).

Education and Communication One way to reduce resistance is by communicating

the rationale for the change decision to the employees. If employees are fully aware

of the facts and their misconceptions are removed then resistance would be

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negligible. Change can be communicated through face to face discussions, memos,

group presentations or reports. This would be of great help if the management and

employees trust each other (Robbins & Sanghai, 2006).

Participation Resistance can be reduced by involving employees in the decision

process who are against the change. If the participants are capable of making valued

suggestions their involvement would reduce resistance, increase their loyalty and the

change decision would be meaningful. However the disadvantage is that there is a

tendency of making inappropriate decision and taking too much time (Robbins &

Sanghai, 2006).

Facilitation and Support Change agents can provide assistance to employees in a

number of ways to minimize resistance. When employee’s apprehension and tension

are at a peak then the change agents can provide them with counseling and therapy,

teaching them new skills and helping them develop new competencies or giving

incentives like paid leave for absence may facilitate them. However the pitfall of this

technique is that it takes a lot of time is expensive and success is not guaranteed

(Robbins & Sanghai, 2006).

Negotiation Resistance can also be minimized if the change agent bargains or

exchanges something of value with the employees who are the target of change. For

instance a particular reward can be given to individuals who are resisting change and

have a strong influence in the organization. The drawback is that it is very costly and

the change agent might be threatened by other powerful individuals in the

organization (Robbins & Sanghai, 2006).

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Manipulation and Co-optation Manipulation means to have influence through

hidden means. Here the facts and figures are misrepresented and diverted from truth

to make them more appealing also hiding additional information and creating false

rumors so that employees welcome change, are all part of manipulation. While Co-

optation is a combination of both manipulation and participation. It attempts to reduce

resistance by giving an important role to the leaders of resistance in a change

decision. Manipulation and co-optation are comparatively less expensive and

convenient way to get the support of the people opposing the change (Robbins &

Sanghai, 2006).

Coercion It means to directly threat or compel the people against the change to

accept it. Coercion should only be practiced when all other techniques fail. Threats by

management to close down a manufacturing plant, transferring employees who are

resisting change, not giving promotions, and negative performance evaluations are all

examples of coercion (Robbins & Sanghai, 2006).

Creation of a learning organization Finally the creation of a learning organization

or the one that has the capacity, elasticity and flexibility to change is ideal. In learning

organizations, employees share their views and make suggestions and participate

willingly in change decisions. Learning organizations have following features

(Vancevich, Konopaske, & Matteson, 2005).

Open discussions and accessibility to information and data (Vancevich,

Konopaske, & Matteson, 2005).

Clear Vision for all levels of management (Vancevich, Konopaske, & Matteson,

2005).

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Strong focus on mutual dependence, value and importance of each unit and

person (Vancevich, Konopaske, & Matteson, 2005).

Clearly defined goals and performance expectations. (Vancevich, Konopaske, &

Matteson, 2005).

Commitment to learning, continuous improvement and personal growth

(Vancevich, Konopaske, & Matteson, 2005).

Concern for measurable results whenever possible (Vancevich, Konopaske, &

Matteson, 2005).

A willingness to try new methods, experiment and accept failure (Vancevich,

Konopaske, & Matteson, 2005).

Any organization in an industry can become a learning system that can thrive on change.

Setting aside old ways of thinking and minimizing the resistance to change can become a

habit, especially in organizations that want to become a learning organization. An

increasing number of organizations are appointing Chief Learning Officers to facilitate

the process of becoming learning Organization (Vancevich, Konopaske, & Matteson,

2005).

MANAGING RESISTANCE

With a clear understanding of resistance and how it can be handled, there are many

actions managers can take to manage it. The first step is to determine if the resistance is

an ability deficiency or a willingness deficiency. If it’s the ability deficiency, managers

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should identify the additional knowledge and skills required and provide the appropriate

education and training (Harrington, 2006).

If it’s a willingness deficiency, the change should be effectively communicated to the

employees so that they understand why they’re being asked to change, and later they

should be evaluated to see if they’ve accepted the change. Identify any inconsistencies

with what’s necessary to motivate people in the direction of the change objectives (i.e.,

clear vision or committed sponsorship). Analyze existing rewards, recognition,

performance measures and compensation. Then develop plans for new rewards,

recognition, performance measures and compensation that support the change objectives.

Finally, the new consequence management system should be communicated,

implemented and enforced (Harrington, 2006).

It is very important that the change manager anticipate, and plan strategies for dealing

with resistance. This applies not only at the introduction of the change, but there must be

follow-through, so that the change manager monitors the change over the long-term,

being alert for difficulties as they appear (Robert, 2004).

ROLE OF GROUPS IN MINIMIZING RESISTANCE

Values in a group have a strong unrealized impact upon the individuals, especially how

groups and teams react to change. Groups compel the members to adjust with the values

of the group. Usually individual behavior is very difficult to change as group members

may oppose organizational changes that are against the values and expectations of the

group. Levin suggested that change effort can be successful by involving groups, because

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unless the group values and patterns are also changed, changes in individual behavior will

not be long-term and successful (Hughes, 2006).

Another way to reduce resistance is by making groups and teams participate in decision

making process before bringing about a change. Here the key factor is that when groups

participate in the planning and implementation of change initiatives, they would generally

welcome rather than being hostile towards the organizational change (Hughes, 2006).

“Greater involvement in change might be achieved by encouraging work group

leaders to take greater ownership of the change, and allowing work groups to have

more control over the means through which a change is implemented ”(Hughes,

2006, p.135).

Cuming suggests that by involving group members in making decisions about what

changes are suitable for their scenario, their suggestions and contributions are likely to be

valued and taken into consideration. King and Anderson view the research of Coch and

French on a pajama factory in which one group of workers were involved in a change

who took part in a number of group meetings for a change initiative and the second group

who were not involved in the decision process intentionally. The result was that the group

which was involved in the decision process depicted less resistance as compared to the

group not involved in the change initiative (Hughes, 2006).

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RESISTANCE TO INNOVATION

There may be pressures from the society that hinders the acceptability of innovation. The

innovation might be considered marginal, superficial or useless. The causes of hindrance

are (Spence, 1994).

To Prevent Devaluation Of Capital Invested In The Existing Facility If you have a

product which is still functioning and is in a good working condition, when innovation

comes in that product some people will not accept the innovation although they like it but

the devaluation (as they have to buy the new product and sell the old one) will hinder the

acceptance of new technology (Spence, 1994).

To Prevent Devaluation Of Lively Hood Because The Innovation Would Devalue

Knowledge or Skills The older people will reject the innovation because of devaluation

of their knowledge and skills (Spence, 1994).

Elimination of Jobs All the automation in the organization will be resisted by the

employees because it will replace them and they will not be having Job security (Spence,

1994).

Avoid Expenditure For Replacement People resist innovation because they want to

avoid expenditure and expenses for replacement or modification (Spence, 1994).

Contradiction with Social Customs Innovations are comfortable but not acceptable

because of social customs. It is a very powerful factor in resistance of innovation. For

example bikini is comfortable but not accepted by Eastern society (Spence, 1994).

Contradiction with Existing Laws Anything which is against the law will not be

accepted by people because of fear of breaking up the law (Spence, 1994).

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Rigidity of Bureaucracy The rigidity and negligence of bureaucracy towards innovative

products is another reason for rejecting the innovation (Spence, 1994).

Breaking of Equilibrium People will not accept the change because they do not want to

shift from their status quo i-e current situation (Spence, 1994).

POSITIVE RESISTANCE

Managers often perceive resistance negatively, and employees who resist are viewed as

disobedient and obstacles the organization must overcome in order to achieve the new

goals. However in certain instances, employee resistance may play a positive and useful

role in organizational change. Insightful and well-intended debate, criticism, or

disagreement do not necessarily equate to negative resistance, but rather may be intended

to produce better understanding as well as additional options and solutions. de Jager

claims, "the idea that anyone who questions the need for change has an attitude problem

is simply wrong, not only because it discounts past achievements, but also because it

makes us vulnerable to indiscriminate and ill-advised change' (Bolognese, 2008).

Piderit points out that what some managers may perceive as disrespectful or unfounded

resistance to change might be motivated by an individual's ethical principles or by their

desire to protect what they feel is the best interests of the organization. Employee

resistance may force management to rethink or reevaluate a proposed change initiative. It

also can act as a as a gateway or filter, which can help organizations select from all

possible changes the one that is most appropriate to the current situation. According to de

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Jager "resistance is simply a very effective, very powerful, very useful survival

mechanism' (Bolognese, 2008).

Folger & Skarlicki claim "that not all interventions are appropriate as implemented -the

organization might be changing the wrong thing or doing it wrong. Just as conflict can

sometimes be used constructively for change, legitimate resistance might bring about

additional organizational change" (Bolognese, 2008).

CONSEQUENCES OF RESISTANCE TO CHANGE

Following are some of the consequences of resistance (Aurora, 1998).

Analysis of costs and benefits (Aurora, 1998).

Rational opposition to change (Aurora, 1998).

Emotional resistance to change (Aurora, 1998).

Low job satisfaction, lack of motivation and morale, ineffective communication (Aurora,

1998).

Technical specialists and change psychological social elements (Aurora, 1998).

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References

Allan, L. (2009). Retrieved April 28, 2009, from Business Performance:

Aurora, K. C. (1998). Total Quality Management & ISO 14000. Delhi: Sanjeev Kumar
Kataria.

Bolognese, A. F. (2008, December 12). Winthrop University. Retrieved may 14th, 2009,
from NewFoundation: www.newfoundations.com/orgTheroy/Bolognese721.html

Harrington, H. J. (2006). QCI International. Retrieved may 14th, 2009, from

Hughes, M. (2006). Change Management. London: Chartered Institute Of Personnel &

Judith Richardson, M. (2002). FrugalMarketing.Inc. Retrieved may14th, 2009, from

Kotellnikov, V. (n.d.). Vadim kotelnikov, GIVIS. Retrieved may 14th, 2009, from
1000ventures.com: www.1000ventures.com/business-
guide/crosscuttings/change-resistance.html

Robbins, S., & Sanghai, S. (2006). Organization Behavior (11th ed.). Delhi: Prentice
Hall.

Robert, B. M. (n.d). Bacal & Associates Business and Management Supersite.

Spence, W. R. (1994). INNOVATION:The communication of change in ideas,practices

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Straker, D. (n.d.). sign_resistance.htm. Retrieved April 28, 2009, from Changing

Vancevich, J. M., Konopaske, R., & Matteson, M. T. (2005). Organizational Behavior &
Management (7th ed.). Singapore: Mc Graw-Hill Companies, Inc.

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