Page 345 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes 16.8.2 Managing Resistance to Change
Although resistance to change is a common phenomenon in organisations, it must be noted that
not all changes are resisted. In fact, if we look at any organisation closely we would probably
find that far more changes are accepted than resisted. The traditional view of resistance to
change treated it as something to be overcome, and many organisational attempts to reduce the
resistance have only served to intensify it. The contemporary view holds that resistance is
simply a form of feedback and that this feedback can be used very productively to manage the
change process. One key to managing resistance is to plan for it and to be ready with a variety
of strategies for using the resistance as feedback and helping employees negotiate the transition.
Some tactics have been suggested for use in dealing with resistance to change.

1. Education and Communication: Communication about impending change is essential if
employees are to adjust effectively. The details of the change should be provided, but
equally important is the rationale behind the change. Employees want to know why
change is needed. If there is no good reason for it, why should they favour the change?
Providing accurate and timely information about the change can help prevent unfounded
fears and potentially damaging rumours from developing. It is also beneficial to inform
people about the potential consequences of the change. Educating employees on new
work procedures is often helpful.
2. Participation: It is difficult for individuals to resist a change decision in which they
participated. Prior to making a change, those opposed can be brought into the decision
process. When employees are allowed to participate, they are more committed to the
change.
3. Empathy and Support: Another strategy for managing resistance is providing empathy
and support to employees who have trouble dealing with the change. Active listening is
an excellent tool for identifying the reasons behind resistance and for uncovering fears.
An expression of concerns about the change can provide important feedback that managers
can use to improve the change process.
4. Negotiation: Another way to deal with potential resistance to change is to exchange
something of value for a lessening of the resistance. Where some persons in a group
clearly lose out in a change, and where groups have considerable power to resist,
negotiation and agreements are helpful. It becomes relatively easy to avoid major resistance
through negotiation. Negotiation as a tactic may be necessary when resistance comes
from a powerful source.
5. Manipulation and Co-optation: Manipulation refers to covert influence attempts. Twisting
and distorting facts to make them appear more attractive, withholding undesirable
information and creating false rumours to get employees to accept a change are all examples
of manipulation. It involves giving individuals a desirable role in design or implementation
of change.
6. Coercion: Coercion is the application of direct threats or force on the resisters. They
essentially force people to accept a change by explicitly or implicitly threatening them
with the loss of their jobs, promotion possibilities and transferring them. Coercion is
mostly applied where speed is essential in implementing change and the change initiator
possesses considerable power.

Task Suggest three measures to handle resistance to change in an organisation which
employs people usually in their 40s.

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