The Repercussions of Change
What is Resistance?
Resistance is a way to say ’no’ to change.
Resistance at its most obvious is a slow-
motion response to meet agreements or
even a complete refusal to cooperate with
In an organization, resistance is opposition
or withholding of support for specific plans
It can be either intentional or unintentional,
covert or overt.
The management challenge is complex.
First, resistance must be discovered.
Discovering exactly who is resisting
and why is the real task when
Second is the need for a balanced
The Discovery Process
Sometime discovery begins with an intuition that
something is not right. At other times, resistance is
A strategic approach benefits.
Antidote of Resistance
Sense of Humor
sources of information;
Categories of behavior
With this information, managers can explore the
motivations of the resisters and better decide a
response to them and the issues which they raise.
Causes of resistance
Understanding the basic cause of resistance can
guide the discussion of issues and problems
associated with change. This would focus specifically
on why there is resistance and leads to decisions
about the appropriate response to it.
Categories of Behaviour: A Matrix
This provides a tool for organizing information about
There are four categories of resistant behavior.
Covert and overt
Unconscious and conscious
Causes of Resistance:
There are five common causes of resistance. In
the most serious cases, all five can exist
Lack of belief that there is a serious need for
Different descriptions of the need for change
No agreement about goals for change
Lack of belief that the goal is attainable
No confidence in the manager of change
The five sources of resistance can be
formulated into following diagnostic
questions to begin the process of
discovering what has specifically provoked
resistance to change:
Do those people who are asked to
implement the change realize that it is
based on a serious need?
Do those involved describe or understand
the need in the same way ?
Is there a common end-goal for
change to which everyone agrees?
Does everyone believe the goal is
attainable and helps the company?
Is there unanimous confidence in the
person selected to manage the