1. Identifying and Analysing Resistance to Change
Behaviours in The Open University
by Julie Stock
Abstract
How much is known about resistance to change in the OU (The Open University),
does it even exist, if so what does it look like, how is it used, and rather than ignoring
or overcoming resistance, could it be used in some way more positively to make
change programmes more successful for the OU as an organisation.
The research design and methodology for this piece of research is based on an
interpretivism approach using inductive theory. Beginning with a literature review to
explore what is already known about human behaviour and its impact on change:
what is resistance to change; understanding the impact of resistance on
organisational change; and then challenging resistance to change. A mixed methods
approach will be utilised to collect both quantitative and qualitative data from an
online survey of 635 respondents, representing a response rate of 12.7%.
Organisations need to change in order to retain their sustainability, and resistance to
change is a natural phenomenon that will occur whenever there is organisational
change. In the OU change is welcome, accepted and accommodated by its
employees. However, more could be done in the organisation to view resistance to
change more positively to ensure successful change programmes in the future,
leading to a significantly reduced level of resistance to change in the organisation.