This document discusses resistance to change and how to manage it. It describes resistance as having affective, cognitive, and behavioral dimensions. There are two main types of resistance: active resistance which conflicts with organizational identity, and passive resistance which occurs without clarifying how change relates to identity. Common causes of resistance include dislike of change, uncertainty, attachment to culture, and excessive change. The document outlines different perspectives on resistance ("images") and recommends developing a resistance profile to identify likely resistors, the strength and potential impact of resistance, and the most appropriate method to address it, such as education, participation, facilitation, negotiation, or coercion.

1. Resistance To Change
Workshop # 1

2. Change is Tri-dimensional
 Affective – How a person feels about change (e.g angry, distrustful)
 Cognitive – How a person thinks about change (e.g. This is crazy)
 Behavioral – What a person does in the face of change

3. Active Resistance
Active resistance occurs when a change is interpreted as directly in conflict with key
elements of the organizational identity.
Examples:
 Ridiculing
 Appealing to fear
 Blaming
 Accusing
 Sabotaging
 Finding fault

4. Passive Resistance
Passive Resistance occurs when managers exhort subordinates to implement a
change without first clarifying the connection between the change and some
aspect of the organizational identity.
Examples:
 Agreeing verbally but not following through
 Procrastinating
 Feigning ignorance
 Withholding information
 Standing by and allowing the change to fail

5. Why People Resist Change
DISLIKE OF CHANGE
 People sometimes express an emotional response to the change
 “ I am happy with the way things are…”

6. Discomfort with Uncertainty
 Some people are uncomfortable with the uncertainty that the lack the skills &
capabilities needed in the post-change situation
 Key: The lack of supporting action by the individual is due to the lack of a
clear understanding of what the supporting action should look like.
 (e.g. When we move you into cubicles that will create an environment of
collaboration)

7. Attachment to Established
Organizational Culture
 “…the way we do things around here…”
 People sometimes get used to the norms of an organization.
 Readiness for change can be significantly affected by the degree of
attachment to the existing culture.

8. Excessive Change
Too many changes immediately
People fear that their time, energy and resources are being used for other
changes that do not affect them or that they agree with

9. Images of Resistance to Change
DIRECTOR
Resistance is a sign that not everyone is on board with change.
Resistance to change can be overcome

10. Caretaker
Resistance is possible but likely to be short lived and ultimately futile
Changes will occur regardless of the attempts individual attempts to halt them
Resistance is only temporary delay

11. Navigator
Resistance is expected
Not necessary a sign of people being out of their comfort zone
There are different interests in the organization that may be undermined by
change

12. Coach
Resistance needs to recognized as it takes people out of their comfort zone
Need to develop “teamwork” approach to dealing with change
Encouragement for the benefits of change need to be exhibited

13. Interpreter
Resistance is likely where people lack understanding of “what is going on”.
Making sense of change
Clarifying what it means – and to whom

14. Nurturer
Change will occur but not always in a predictable way
Resisting change is a matter of guesswork
Change is chaotic and people need support dealing with it

15. Methods for Managing Resistance to
Change
Method: Education & Communication - Inform people as to the rationale for the
change
Context: Use method where resistance is due to lack of information or
misinformation has been provided

16. Participation & Involvement (P&I)
Method: Involving people in the change as active participants
Context: Use method where resistance is a reaction to a sense of exclusion from
the process

17. Facilitation & Support ( F&S)
Method- F&S: Proving resources – both technical and emotional
Context: Use the method where resistance is due to anxiety and uncertainty

18. Negotiation & Agreement (N&A)
Method: N&A – Offering incentives to actual or potential resistors
Context: Use method where resistors are in a strong position to undermine the
change if their concerns are not addressed

19. Manipulation & Cooptation (M&C)
Method: M&C – Selective use of information; ”buying” the support of certain
individuals by giving them key roles in the change process
Context: Use the method where participation, facilitation or negotiation is too
time-consuming or resource demanding

20. Explicit & Implicit Coercion (EIC)
Method: EIC- Threatening people with undesirable consequences (e.g. firing) if
they resist
Context: Use Method where the change recipients have little capacity to
effectively resist; where survival or the organization is at risk if change does not
occur

21. Conclusion
As a change manager you should expect resistance. Develop a “resistance
profile” that identifies:
1. Likely resistors and reasons for resistance
2. Strength of the resistance
3. Potential for the resistance to undermine change
4. What image of resistance is present or needed
5. What method of managing resistance is require
Remember resistance can be mitigated but rarely, if ever, eliminated.