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Resistance to Change
Change is basically a variation in pre-existing methods, customs, and conventions. Since all
organizations function in dynamic environments, they constantly have to change themselves to
succeed. Change management contains several strategies that help in facilitating the smooth adoption
of such changes. One of the most important facets of change management is resistance to change. It is
simply human nature to counteract any changes and maintain the status quo.
But since change is inevitable, instead of resisting changes the organization must try to implement
them with minimum hassle.
Resistance to change may be either overt or implicit. For example, employees may react to a
change in policies with outright rejection and protests.
They may even refrain from showing disapproval expressly, but they may do so implicitly by not
accepting changes. Managers must understand these problems and help the employees adopt these
changes smoothly.
1.1 Reasons for Resistance to Change
In order to facilitate transitions and changes, managers must first be able to identify the exact reason
for resistance. Such resistance to change is common in all organizations. The following are some
common reasons for this:
 People generally find it convenient to continue doing something as they have always been doing.
Making them learn something new is difficult.
 Changes always bring about alterations in a person‟s duties, powers, and influence. Hence, the people
to whom such changes will affect negatively will always resist.
 People who are adamant on maintaining customs instead of taking risks and doing new things will
always resist changes. This can happen either due to their insecurities or lack of creativity and will.
1.2 Types of Resistance to Change
Resistance to change may be of the following three types:
a) Logical resistance: This kind of resistance basically arises from the time people genuinely take to
adapt and adjust to changes.
b) Psychological resistance: Under this category, the resistance occurs purely due to mental and
psychological factors
c) Sociological resistance: This resistance relates not to individuals but rather to the common values
and customs of groups.

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2. common obstacles to Change

Change is one of few certainties in our work lives. Regardless of industry, company size, or
leadership team experience, your team or organization is bound to experience several major
transitions. If you are in a leadership role, you are in a unique position to anticipate and plan for
change so as to maximize its benefits and mitigate disruption in your organization. Why does this
matter? Because research tells us that initiatives with excellent change management are six times
more likely to meet objectives than those with poor change management. Just increasing your change
management rating from “poor” to “fair” means you are three times more likely to meet objectives.
Below are six common barriers to effective organizational change, along with strategies and
suggestions on how to manage them.
2.1 Individual Change Resistance
Most people don‟t enjoy change. The status quo tends to be more convenient and comfortable, so our
resistance to a new process, strategy or organizational structure (no matter how logical or promising)
is almost inevitable.
2.2 Lack of Communication
At its core, successful organizational change is really a successful communication exercise. In
fact, one study found that the single biggest reason for organizational failure to successfully implement
any kind of change is “clear and frequent communication.” When combined with your team‟s natural
resistance for change outlined above, this barrier makes sense.
2.3 Lack of Strategic Direction
Communication is key but will be unsuccessful if it lacks direction or a cohesive message. From the
moment you begin to plan or implement any type of organizational change, first clarify your
objectives. Think of your objectives as the roadmap that will guide you to your intended destination.
2.4 Lack of Consistency
We all experience it, and we can all become frustrated by it. Cognitive dissonance describes what
happens when your ideas, beliefs, or behaviors contradict each other. You see an ad, but the product
doesn‟t deliver on its promises. You experience one of your role models commit an unethical act.
2.5 Cultural Barriers
As soon as a project involves or affects multiple people from diverse groups, cultural barriers can
emerge. For example, if your organization is geographically dispersed, it is likely that people working
in different regions will disagree not only on the impact of the change itself, but also regarding the
“right” way to go about implementing it.

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 3 . Strategies for Overcoming Resistance to Change
In doing so, specific strategies are proven effective in helping organizations overcome unproductive
resistance to change.
3.1 Listen to Employee Concerns
The first strategy in overcoming resistance to organizational change is rooted in communication.
Communication is critical — which most entrepreneurs and leaders already know. However, try letting
the employees of the organization initiate the conversation.
3.2. Define and Communicate Reasons for Change
The next strategy to overcome resistance to change is defining the why, what, and how behind the
change and communicating this to employees. Leaders must develop a communication strategy that
involves more than just telling employees what‟s expected of them.
3.3. Build Excitement
The way you communicate anticipated change in the workplace has a tremendous impact on how
much resistance will arise. When leaders passionately and wholeheartedly share the need for change,
their conviction can be positively contagious.
3.4. Prioritize Employees
Change can only occur if your team is on board, so it‟s essential to prioritize your employees‟
interests and incentives. If you‟re implementing a new process or workflow — plan your project
through the perspective of employee adoption rather than overly focusing on the system itself. Think
not just about what the new method can do.

3.5. Delegate Change

A powerful top-down strategy is to fight resistance with culture. Inspirational leaders establish a
company culture that makes overcoming resistance a vital part of change management and not a
separate corporate function. Start by training team members who are natural leaders in the
organization. They will serve as influential role models for the rest of your employees, which can
profoundly affect the organization.
3.6. Leverage Data
While resistance to change in the workplace is typically an emotional response, it can be helpful to
leverage logical facts and data as a supplementary strategy. Encourage your employees to see the data
for themselves. This is an effective way to show transparency and demonstrate the need for
improvement simultaneously.

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 4. Roles of leadership in Change Management process
Change leaders don‟t limit themselves to just one or two roles during managing change. They
need to lead from the front and fulfill their responsibility to deliver change that‟s outcomes are
unknown and uncertain. Role of leadership in change management is varied from organization to
organization but here are some of the key roles that are applicable to almost every scenario of change
management.
4.1. Being advocate of change
Being an advocate entails committing to the change and highlighting its benefits to employees and
important stakeholders. Leaders are usually role models for their employees. It‟s natural that
employees will listen to them if they are advocating something.
4.2. Communicator
A successful change management demands effective communication from leadership to keep
employees aware and involved in change process. This reduces tension and conflicts caused by not
knowing what‟s going on and ensures that everyone is heading the same way during the change
process. Communication is also a vital tool for overcoming resistance of employees against change.
4.3. Resistance manager
Recognizing and managing resistance to change is a crucial aspect of leadership‟s involvement
in transformation. It is so because the biggest reason for change failure is employees‟ resistance.
Sometimes leadership‟s behavior causes resistance. And if it is so then employees resist it strongly.
Leadership make suicidal mistake to use coercive measures to overcome resistance against change.
But that is always counterproductive.
4.4 Bridge between change team and employees
One of the responsibilities of leaders is to act as a bridge between the change management team and
employees. This ensures that communication flows smoothly in both ways. The change management
team relies on leadership communication as well.
4.5. Mentor
Mentoring and coaching employees through change is an important part of effective leadership. It is
the responsibility of change management leadership to mentor people through the transition process
through group counseling and one-on-one sessions.
4.6. Performance manager
Leaders manage the performance of employees by looking at the results. Leaders develop
systems and tools to measure and receive feedback. That‟s important because its inform them whether
change journey is moving in right direction or not.

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 5 Explain Change Strategies and Approach

Change strategies and approaches refer to the methods and techniques used to implement change
within an organization. There are several different approaches that can be taken when implementing
change, and the choice of approach will depend on the specific situation and the desired outcomes.
Some common change strategies and approaches include:
5.1. Top-down approach: In this approach, change is initiated and driven by senior leadership
within the organization. The leadership team sets the direction and vision for the change, and then
communicates this vision to the rest of the organization.
5.2. Bottom-up approach: In contrast to the top-down approach, the bottom-up approach
involves involving employees at all levels of the organization in the change process. This approach
can help to build buy-in and engagement among employees, as they feel more involved in the
decision-making process.
5.3. Incremental change: Incremental change involves making small, incremental changes over
time rather than implementing large-scale changes all at once. This approach can help to minimize
resistance to change and make it easier for employees to adapt to new ways of working.
5.4. Transformational change: Transformational change involves making large-scale,
fundamental changes to the organization's structure, processes, or culture. This type of change is often
necessary when the organization is facing significant challenges or needs to adapt to a rapidly
changing environment.
5.5 Participatory approach: The participatory approach involves actively involving employees
in the change process through collaboration, communication, and involvement in decision-making.
This approach can help to build trust, engagement, and commitment among employees.
5.6. Change management frameworks: There are several change management frameworks that
can be used to guide the change process, such as Kotter's 8-step model, Lewin's change management
model, or ADKAR model. These frameworks provide a structured approach to managing change and
can help ensure that the change process is successful.
Overall, the choice of change strategy and approach will depend on the specific context of the
organization, the nature of the change being implemented, and the desired outcomes. It is important to
carefully consider these factors when planning and implementing change within an organization.

6. mention Common Pitfalls in Change Management

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 6.1. Lack of vision, clarity & communication

John Hillen writes in Washington Technology that “CEO” actually stands for Chief Explaining
Officer. But far too many CEOs fail to get clarity around the vision for change. Without clarity,
leaders will struggle to communicate the company‟s new mission in a way that will inspire employees
to get behind it. Above all, the vision needs to be authentic and woven into the DNA of your company.
6.2. Being a poor role model
Too many CEOs make the mistake of thinking organizational change management is not part of
their job description. As a company undergoes transformation, an agile leader must support new ideas
into action. Who will adopt change if you fail to rally your team? A gap between intent and the steps
taken to realize your transformation won‟t motivate change.
6.3. Failing to highlight success
There‟s nothing more powerful for morale and motivation than success. But celebrating and
sharing success stories is rarely prioritized by CEOs. When employees listen to tales of success, they
see what a good transformation can achieve and gain confidence in your company‟s new mission.
6.4. Not building a strong top team
The executive suite has changed considerably over the past two decades. Today‟s C-suite continues to
evolve to match the pace of a changing business landscape.
6.5. Not accounting for challenges associated with digital change

Digital change in particular is fraught with frustration and stress. Employees must learn to perform
tasks in a different way — while utilizing foreign, complex technology. Despite the rapid pace at
which the digital world moves, technology changes still take time — especially when it comes to
humans adopting those changes. It‟s important to recognize these challenges and provide the resources
needed to manage changes effectively
a. Communicate the need for change.
b. Set the tone and adopt the desired changes.
c. Build a strong top team.
d. Prepare and support your company to tackle digital challenges.

7. Common Types of Organizational Change

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 Organisational change refers to shifts, alterations, and movements within a company that can
significantly affect workflows, processes, and culture. This can be carried out in response to changes
in the external environment or to improve efficiency, productivity, or profitability. Organisational
change can be transformational, radically reshaping the entire organisation, or incremental,
involving more subtle and gradual adjustments.
Organisational change can be categorised into different types and should be handled or managed
properly.
7.1. Planned Change
Planned change occurs when changes are intentional and developed strategically. This is a
deliberate and structured approach to change within an organisation. Management identifies a need for
modification and outlines a systematic process to implement it. The change is designed to achieve
specific goals and usually involves a detailed roadmap that ensures a smooth transition.
7.2. Unplanned Change
Unlike planned change, unplanned change occurs spontaneously and without prior notice, just
like those unexpected bumps on the road. You don‟t see them coming, but you have to deal with them.
It might be triggered by unexpected external events like economic shifts, natural disasters, or sudden
shifts in the market. This type of change can be chaotic and requires quick responses to adapt
successfully. Unplanned change can be considered a remedial change or reactionary change, too.
7.3. Transformational Change
Think of a caterpillar transforming into a butterfly. Transformational change in an organisation
means a complete overhaul, shaping something entirely new. This often involves a fundamental
overhaul of an organisation‟s systems, processes, or culture. It‟s a radical process that may alter the
company‟s direction, vision, or mission. It often requires strong change leadership and a willingness to
challenge the status quo.
7.4. Incremental Change
This type of change involves small, continuous adjustments that are made over time, like adding
a spoonful of sugar to your tea until it tastes just right. It focuses on improving existing processes or
products gradually without altering the core company structure.
7.5. Strategic Change
Strategic change refers to significant alterations that align the organisation with its long-term goals. It
involves altering the company‟s goals, mission, or vision to adapt to the market or industry changes.
This type of change is often complex and requires alignment across different levels of the
organisation.

7.6. Structural Change

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Structural change involves reorganising the physical or hierarchical layout of an organisation. This can
include altering reporting lines, merging or dividing departments, or changing management levels. It
often impacts how information flows within the organisation and may require significant adjustments
to roles and responsibilities.

7.7. Operational Change

Just like tuning a musical instrument, operational changes are about making everything work
harmoniously together. This refers to adjustments in the day-to-day functioning of an organisation,
including change includes changes in procedures, technologies, or workflows. Operational change
aims to increase efficiency and effectiveness within specific departments or the entire organisation.

7.8 Technological Change

With technology evolving like a speeding train, organisations must keep up. Technological
change involves implementing new technologies or updating existing ones. It might affect how
products are produced, how services are delivered, or how internal communication is conducted.
Technological change can drive innovation but may also require retraining, upskilling, and support for
employees.

7.9. Personnel Change

Personnel changes can have a profound impact on an organisation‟s culture and functioning,
much like changing characters in a play. It involves alterations in staffing, such as hiring, termination,
dismissal, reassignment, or promotions. These changes can affect the culture and dynamics within the
team or organisation and often require careful management to prevent disruptions.
7.10. Cultural Change
Changing the culture of an organisation is like changing the personality of a person — it‟s
complex and requires a sensitive approach. Cultural change deals with transforming the values,
beliefs, and behaviours within an organisation. It may be driven by internal decisions or external
influences, and often requires a long-term commitment to change deeply ingrained aspects of the
company‟s identity.

8. What Is Conflict?

The word “conflict” tends to generate images of anger, fighting, and other ugly thoughts that leave
people bruised and beaten. Conflict isn‟t uncommon in the workplace, and it isn‟t always good. But it

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isn‟t always a bad thing, either. Let‟s talk a little bit about what conflict is and how we think about it.
Conflict is a perception—meaning it only really exists if it‟s acknowledged by the parties that are
experiencing it. If Teresa and Heitor have a heated discussion about the path the company should take
to win more customers, but they walk away from the disagreement unfazed and either don‟t think
about the issue again or think the issue is resolved, then no conflict exists. If Teresa and Heitor both
walk away feeling that their ideas weren‟t heard by the other, that the other is wrong, that the other
needs to come around to a better point of view . . . then conflict exists. Conflict is when two people or
groups disagree, and the disagreement causes friction. One party needs to feel that the other‟s point of
view will have a negative effect on the final outcome.

There has been plenty of conflict over how conflict is viewed in the workplace over the years. Just like
our concept of teams, our concepts of managing people and how they‟re motivated, our concepts of
stress in the workplace have changed as we‟ve learned.

9. Sources and Causes of Conflicts in an Organization

Vague Definition of Responsibility

In an organization, generally, all the workers have their own set of work and responsibilities. In
practical life, it is not completely applicable. Many times, there are chances when there emerge a
conflict due to some unclear facts, like who has to complete a certain task, whom to report, superior-
subordinate relationship etc. That is why everyone believes that the organization must specify the roles
and responsibilities of the workers either in writing or orally for effective „Conflict Control‟.

9.1 Lack of Resources

There are various groups or departments in an organization. Factory gives them a separate proportion
of resources. In practical life, the departments generally end up fighting for the appropriation of
resources.

It generally happens due to competition among the groups to outperform other departments. In order to
deal with such conflict, there should be a proper appropriation and mobilization of resources.

9.2 Interest

Undoubtedly, in every organization, there are 2 different interests which prevail.

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First one is of the workers and the other is of the organization. An organization wants to earn more and
more profits, for which they are not ready to pay higher wages.

On the other hand, workers want more and more wages. These two interests are contradicting to each
other. In this present era, organizations try their level best to match both the needs.

Whenever any of the parties go aggressive towards their needs, it may lead to a conflict.

9.3 Inter-personal Relations

Human is a social animal having his/her own region, religion, preferences, way of working, etc.

Though this diversity in the workforce brings creativity in the work, it also leads to conflict between
the groups. Many times, it leads to hampering of production or work due to personal prejudices at the
workplace.The management should try to find these prejudices and deal with them before it turns into
a conflict.

9.4 Communication Breakdown

In today‟s world, all the departments in organizations are inter-connected. Communication between all
the departments is quite general and obvious. It is because communication helps them to co-operate
and co-ordinate with each other.

But there are certain chances of emergence of conflict between them. It can happen if one department
asks for some information from some other department and that department does not respond to the
request.

Moreover, there are instances when a department puts the request of another department under the
status of „under review‟. This becomes one of the causes of conflicts.

9.5 Expectation of Manager

In every organization, a manager expects something from each of these subordinates. It becomes the
duty of the subordinates to fulfil the expectation of the manager.

But there are certain chances when they might misunderstand their expectations. Undoubtedly,
transmission of order by the manager is important but at the same time, it is necessary to get their
acceptance as well (especially in writing).

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This way, the organization, as well as the managers, will be able to work on one of the causes of
conflicts.

9.6 Information Misunderstood

Each person has his own level of understanding and knowledge which he applies to understand things
and facts. In an organization too, the employees have different levels of education and understanding
level. Whenever they receive any information either from the top level or from the lower level, they
try their level best to interpret the information. There are certain instances when they fail to interpret
the actual meaning of the information. This can lead to further conflicts. In order to solve such kind of
conflicts, it is necessary for the employees to admit their misunderstanding of the information.
Moreover, the managers should provide an opportunity for the workers to give feedback without any
fear.

10. Explain Conflict Resolution strategies

While there are several approaches to conflict, some can be more effective than others. The
Thomas-Kilmann Conflict Model—developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann
—outlines five strategies for conflict resolution:

10.1 Avoiding
Avoiding is a strategy best suited for situations in which the relationship‟s importance and goal are
both low. While you‟re unlikely to encounter these scenarios at work, they may occur in daily life.
For instance, imagine you‟re on a public bus and the passenger next to you is loudly playing music.
You‟ll likely never bump into that person again, and your goal of a pleasant bus ride isn‟t extremely
pressing. Avoiding conflict by ignoring the music is a valid option.
10.2 Competing
Competing is another strategy that, while not often suited for workplace conflict, can be useful in
some situations. This conflict style is for scenarios in which you place high importance on your goal
and low importance on your relationships with others. It‟s high in assertiveness and low in
cooperation.

10.3 Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party‟s
needs. Use accommodating in instances where the relationship matters more than your goal.

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 This is useful if the other person is angry or hostile or you don‟t have a strong opinion on the
matter. It immediately deescalates conflict by removing your goal from the equation.
While accommodation has its place within organizational settings, question whether you use it to
avoid conflict.

10.4 Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit
some of your needs to reach an agreement. It‟s known as a “lose-lose” strategy, since neither of you
achieve your full goal. This strategy works well when your care for your goal and the relationship are
both moderate. You value the relationship, but not so much that you abandon your goal, like in
accommodation. Compromising requires big-picture thinking and swallowing your pride, knowing
you won‟t get all your needs fulfilled. The benefits are that you and the other party value your
relationship and make sacrifices to reach a mutually beneficial resolution.

10.5 Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of

collaboration, your goal and the relationship are equally important, motivating both you and the other
party to work together to find an outcome that meets all needs. Collaboration is ideal for most
workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers.
Promote collaboration whenever possible to find creative solutions to problems. If you can‟t generate
a win-win idea, you can always fall back on compromise.

Reference;

Cameron E and Green M – Making Sense of Change Management (Kogan Page, 2009) ISBN
0749453109
Carnall C – Managing Change in Organizations, 5th Edition (Financial Times/ Prentice Hall, 2007)
ISBN 0273704141 Diamond M A and Allcorn, S – Private Selves in Public Organizations: The
Psychodynamics of Organizational Diagnosis and Change (Palgrave Macmillan, 2009) ISBN
0230613098
Dunphy D, Griffiths A and Benn S – Organizational Change for Corporate Sustainability
(Routledge, 2007)Blake, R.R., Shepard, H.A., & Mouton, J. S. Managing intergroup conflict in
industry. Houston, Texas: Gulf, 1964.
Cormick, G., Dale, N., Emond, P., Sigurdson, S.G. & Stuart, B.D. Building consensus for a
sustainable future: Putting principles into practice. Ottawa: National Round Table on the
Environment and the Economy, 1996.
Deutsch, M. The resolution of social conflict: Constructive and destructive processes. New Haven,
CT: Yale University Press, 1973.

Other websites

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