CHANGE MANAGEMENT & ORGANIZATION DEVELOPMENT

RESISTANCE TO CHANGE
-KHUSHBU BAVISHI MBAHR

LEARNING OBJECTIVES
1. Identify the forces within individuals &
organization that cause resistance to change programs. 2. Recognize strategies that can increase the

motivation to change.

3. Diagnose

the

forces

driving

&

resisting

organizational change. 4. Experience reactions to a change situation.

INTRODUCTION
Constant economic pressures & increased competition, forces

organizations to change & reinvent their processes.

Examples of the change programs are: Reengineering, RightSizing & Downsizing.

Organizations today face a major challenge in managing the

change.

Managers & OD Practioners are therefore required to first deal with resistance to change.

Resistance to change:
"It is usually a reaction to the methods used in

implementing a change."

LIFE CYCLE OF CHANGE

1

Seeing the need for Change

5 Alienation of resistors 2 Movement towards change

4 Shifting in the balance of Power

3
Conflicting Forces

LIFE CYCLE OF RESISTANCE TO CHANGE

PHASE 1: In this phase, there are only few people who are ready for change so they may be openly critisized. The resistance looks massive. So at this point, change program may die or may continue. PHASE 2: The change program grows at this stage & is now been understood by more other members. The strangeness of change begins to disappear, with time. PHASE 3: Here there is direct conflict & showdown between the forces for & against the change. The forces supporting change will see what opponents will do to stop change. PHASE 4: Supporters of change find opponents as stubborn & nuisance. There is still possibility that resistors may shift the balance of power. PHASE 5: In the last stage, the resistors are very few. Here the organization may succeed in implementing the change program.

LEADING CHANGE
Factors affecting change are:
Advocates Of Change

Evaluation Of Change

Degree Of Change

CHANGE

Impact on Culture

Time Frame

CHANGE MODEL
Major

2
SOME RESISTANCE

4
HIGH RESISTANCE Low Chance of Success

Moderate Chance of Success

Impact on Culture

1
LOW RESISTANCE High Chance of Success
Minor Minor

3
SOME RESISTANCE

Moderate to High Chance of Success

Major

Degree of Change

FORCE FIELD ANALYSIS

More
Restraining Forces

Restraining Forces

Restraining Forces

Driving Forces

Driving Forces

Current conditions Less

Driving Forces

Before change

During change

After change

DRIVING FORCE TOWARDS ACCEPTANCE OF CHANGE

Need for Change Program:
Dissatisfaction with present situation

Motivation by management

External pressures towards change

Momentum towards change

RESTRAINING FORCE BLOCKING IMPLEMENTATION OF CHANGE PROGRAMME

Whats in it for Me Threat to Security

Disruption in Routine

Threaten to Position Power

Fear of Unknown

Conformity to Norms & Culture

The Comfort Zone

RESTRAINING FORCES

Redistribution of Power

MINIMIZING RESISTANCE TOWARDS CHANGE

Communication

Negotiation

Training

Minimizing Resistance
Coercion
Employee involvement Stress

Management