Resistance to change in organisations Dr NGORORA-MADZIMURE PRINCIPLES OF MANAGEMENT CUEB 104

Learning Outcomes By the end of this lecture students should be able to: Define resistance to change in management Identify the determinants of resistance to change in organizations Explain how resistance to change is managed in organisations

  Resistance to change An individual’s tendency to resist and avoid making changes To devalue change Generally to find change aversive across diverse contexts and types of change Is an impediment to organizational expansion and growth due to its negative repercussions Resistance to change is one of the reasons why change fails First line managers play an important role in the change process Hold effective key on the eventual success or failure of the major change

Resistance to change Is a normal and natural reaction Is inevitable Managers allow for some resistance Resistance can be: Overt (I express my resistance) OR Covert ( it looks like I am changing but I am not)

Sources of resistance to change: Organizational Sources: Over determination Narrow focus of change Group inertia Threatened expertise Threatened power relations Resource allocation changes Individual Sources: Habit Insecurity Economic factors Fear of the unknown Lack of awareness Social factors

Resistance to change can be: Intellectual/ideological resistance (results from intellectual differences in genuine beliefs, feelings or philosophies) Emotional resistance Behavioral resistance Political resistance Blind resistance

Indicators of employee resistance to change: Increased absenteeism Increased employee impatience Frustration Sabotage

Reasons for resistance to change: Self interest Denial Fear of the unknown Different perceptions

Classical psychological reactions to change: Denial Anger Confusion Depression Crisis Acceptance New confidence  

Overcoming resistance to change: Pay attention to employee’s emotions Consultation with employees Giving confidence and authorization can reduce resistance to change Self-efficacy-capability judgments on performance levels Job satisfaction Promoting worker autonomy Employees (actual implementers) must have positive attitudes to changes and should support it

Resistance to change can be: Active resistance Active resistance Being critical Fault finding Ridiculing Appealing to fear Using facts selectively Blaming/accusing Sabotaging Intimidating/threatening Manipulating Distorting facts Blocking Undermining Starting rumors Arguing Revising objections

Resistance to change can be: Passive resistance Passive Resistance Agreeing verbally but not following through failing to implement change Procrastinating/ dragging feet Feigning ignorance Withholding information, suggestions, help or support Standing by and allowing the change to fail

Those who resist either: Say it aloud and express their opinion about the changes Some just complain among the colleagues Some are just quiet and keep it to their heart

Overcoming Resistance to change: Tactics for dealing with resistance to change: Education and communication Participation Facilitation and support Negotiation Manipulation and cooptation Coercion

Education and communication How to use: Communicate the desired changes When to use: Employees lack information about the changes implications Advantages: Once persuaded people often help implement the change Clear up misunderstandings Disadvantages: Time consuming if lots of people are involved when credibility lack will not work

Participation and Involvement How to use: Involve potential resistor in designing and implementing the change Secondly participation will be easier when individuals recognizes one’s personal benefit to be gained from the change When to use: Change initiators lack sufficient information to design the change When resistors have the expertise to make a contribution Advantages People feel more committed to making the change happen Increase involvement and acceptance Ensure commitment in implementation of changes. Disadvantages: Time consuming and employees may design inappropriate change Has potential for a poor solution

Facilitation support How to use: Provide skills training and emotional support When to use: People are resisting because they fear they cant make the needed adjustments When resistors are fearful and anxiety ridden Advantages: No other approach works as well with adjustment problems can facilitate needed adjustments Disadvantages: Can be time consuming Can still fail Expensive No guarantee of success

Negotiation How to use: Offer incentives for making change When to Use: People will lose out in the change and have considerable power to resist When resistance come from a powerful group Advantages: It’s a relatively easy way to defuse major resistance can buy commitment Disadvantages: Can be expensive and open managers to the possibility of blackmail

Coercion How to use: Threaten loss of jobs or promotion opportunities Threaten with transfer for those who can’t or won’t change When to Use: Speed is essential and change initiatives possess considerable power Advantages: It works quickly and can overcome any kind of resistance Disadvantages: Can speak intense resentment towards change initiatives

Manipulation and cooption How to use: Used only when change is quickly needed and there are no other alternatives When to use: When a powerful group’s endorsement is needed Advantages: Inexpensive, easy way to gain support Disadvantages: Maybe illegal and undermine change agent credibility

In conclusion Swarnalatha (2014) points out that “Nothing is permanent in this world except changes”. Changes are necessary to compete in the world market because jobs have become increasingly assorted, multifarious, multifaceted and more technological People resist change because they are adopted and addicted to old things Organizations must overcome resistance to change to achieve success and attain fruitful changing process

Any questions or comments???