STRATEGIES TO MANAGING RESISTANCE TO CHANGE IN AN ORGANIZATION
USING CURRENT THEORIES OF CHANGE.
Resistance to change is a challenge that organizations worldwide grapple with, including those in
Malawi. When companies introduce new technologies, processes, or structures, employees often
feel apprehensive, fearing the impact these changes will have on their roles and routines. Despite
this, successful organizational change is crucial for growth, competitiveness, and adaptation in an
evolving business environment. Theories like Lewin’s Change Management Model, Kotter’s
eight Step Model, and the ADKAR Model provide insights into managing resistance effectively.
Drawing from real-life examples of Malawian organizations, this essay argues that the key to
managing resistance lies in transparent communication, engaging employees, equipping them
with skills, addressing emotional concerns, and celebrating early successes.
To begin with, clear and transparent communication is essential in mitigating resistance.
Employees often resist change because they feel uninformed or excluded from the decision-
making process. For instance, Illovo Sugar Malawi faced significant resistance when
transitioning to mechanized sugarcane harvesting. Workers were initially apprehensive, fearing
that their jobs would be replaced by machines. However, Illovo’s management addressed these
concerns by communicating openly with employees, explaining the long-term benefits of
mechanization, and offering training for new roles (Illovo Sugar, 2020). While some may argue
that communication alone is not enough to alleviate fears, it plays a foundational role in reducing
uncertainty and fostering a sense of inclusion. The ADKAR model supports this approach by
emphasizing the importance of creating awareness and providing knowledge as first steps in
change (Hiatt, 2017).
Another vital strategy is engaging employees and building a coalition of supporters within the
organization. Kotter’s 8-Step Model highlights the need for a guiding coalition, individuals
within the company who can advocate for the change and influence their colleagues. Airtel
Malawi’s transition to digital customer service technologies provides a good example. The
company identified senior employees who were respected by their peers to act as champions of
the new system. These change leaders helped alleviate concerns, and their involvement lent
credibility to the transformation process (Airtel Malawi, 2021). This illustrates that employee
engagement is more than just participation—it’s about creating internal advocates who can
diffuse resistance and encourage buy-in from their peers.
Critics might argue that involving employees slows down the change process, but in reality,
neglecting employee engagement can lead to greater resistance and potential failure. Studies
have shown that employee participation is positively correlated with successful change
implementation. National Bank of Malawi (NBM) is an excellent case in point. When the bank
introduced a digital banking platform, many employees were initially resistant, fearing the new
technology would render their skills obsolete. By involving staff early in the process and offering
extensive training, NBM not only reduced resistance but also enhanced productivity as
employees felt more confident using the new system (National Bank of Malawi, 2019). This
supports the ADKAR model’s emphasis on ensuring that employees have the ability to adapt to
new changes by being provided with the necessary skills.
Addressing emotional concerns is another critical aspect of managing resistance, yet it is often
overlooked. Lewin’s Change Management Model focuses on the “unfreezing” stage, where
organizations prepare employees emotionally for change. Press Corporation Limited (PCL)
encountered emotional resistance when implementing a major restructuring initiative. Employees
feared potential job losses and a shift in roles, which generated anxiety. To manage this, PCL
offered counseling services and consistently reassured employees about the company’s long-term
vision, focusing on how the changes would benefit both the organization and the workforce
(Press Corporation Limited, 2020). While some might argue that organizations should focus on
practical concerns first, emotions often drive behavior more than rational analysis, making
emotional readiness a crucial part of change management.
Lastly, celebrating early successes is a powerful way to build momentum and reduce resistance.
Kotter’s model advocates for recognizing short-term wins to reinforce the change process. FDH
Bank Malawi successfully applied this principle during its customer-centric transformation. By
publicizing early improvements in customer satisfaction and demonstrating the positive impact
of the changes, FDH Bank was able to convert doubters into supporters. This not only helped
reduce resistance but also created a sense of accomplishment among employees, fueling further
engagement (FDH Bank Malawi, 2021). Skeptics might suggest that quick wins are superficial
and distract from long-term goals, but research has shown that celebrating progress motivates
employees to stay committed to the change process.
In conclusion, managing resistance to change requires a multifaceted approach that considers
both the rational and emotional aspects of the process. Transparent communication, employee
engagement, skill development, emotional support, and celebrating early successes are all critical
strategies that have been effectively applied in Malawian organizations such as Illovo Sugar,
Airtel Malawi, and FDH Bank. While some may argue that these strategies take time and
resources, the evidence suggests that they are essential for reducing resistance and ensuring the
successful implementation of change. By investing in these areas, organizations can foster a
smoother transition and ultimately achieve their desired outcomes.
REFERENCES
Airtel Malawi. (2021). Digital transformation strategy: Bridging gaps with technology.
Lilongwe: Airtel.
Burnes, B. (2020). Managing change: A strategic approach to organisational dynamics (7 th ed.).
Pearson.
Cameron, E., & Green, M. (2015). Making sense of change management (4th ed.). Kogan Page.
FDH Bank Malawi. (2021). FDH customer-centric approach: A case study in digital
transformation. Blantyre: FDH Bank.
Hiatt, J. M. (2017). ADKAR: A model for change in business, government and our community.
Prosci Learning Center.
Illovo Sugar. (2020). Sustainability and innovation report. Illovo Malawi.
Kotter, J. P. (2014). Accelerate: Building strategic agility for a faster-moving world. Harvard
Business Review Press.
National Bank of Malawi. (2019). Digital banking transformation: An employee-centered
approach. Blantyre: NBM.
Press Corporation Limited. (2020). Restructuring report: Managing emotional resistance in large-
scale change initiatives. Blantyre: PCL.
