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Managing Change and Conflict

Overcoming Resistance to Change

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Change: Orgaizational and Individual Perspective
Overcoming Resistance to Change
Making Change Happen
Managing Conflict
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By Raina Ghai-Mehta

Why Do Employees Resist Change?
 

Surprise

- Unannounced significant changes threaten employees’ sense of balance in the workplace.

 

Inertia

- Employees have a desire to maintain a safe, secure, and predictable status quo.

 

Misunderstanding and lack of skills

- Without introductory or remedial training, change may be perceived negatively.

 

Emotional Side Effects

- Forced acceptance of change can create a sense of powerlessness, anger, and passive resistance to change.

 

Lack of Trust

- Promises of improvement mean nothing if employees do not trust management.

 

Fear of Failure

- Employees are intimidated by change and doubt their abilities to meet new challenges.

 

Personality Conflicts

- Managers who are disliked by their managers are poor conduits for change.

 

Poor Timing

- Other events can conspire to create resentment about a particular change.

 

Lack of Tact

- No showing sensitivity to feelings can create resistance to change.

 

Threat to Job Status/Security

- Employees worry that any change may threaten their job or security.

 

Breakup of Work Group

- Changes can tear apart established on-the-job social relationships.

 

Competing Commitments

- Change can disrupt employees in their pursuit of other goals.

 
 
Stratergies for Overcoming Resistance to Change
 

Strategies for Overcoming Resistance to Change

- Education and communication

- Participation and involvement

- Facilitation and support

- Negotiation and agreement

- Manipulation and co-optation

- Explicit and implicit coercion

 

Kreitner, Foundations of Management, Ch- 14