V Resistance is a way to say Ǯnoǯ to change

V It is a slow motion response to meet

agreements or even a complete refusal to
cooperate with change
V It can be either intentional or unintentional,
covert or overt.
V Wisely used it is a valuable contribution to the
change process. Randomly or irresponsibly
employed, it causes unbearable stress and
considerable bad feeling
V @anagers must work creatively and rationally
with resistance. They cannot afford to ignore
their colleagues when they disagree with
change because even annoying instance of
resistance can be based on sound thinking
and realism
V Leaders who are self aware and have sense of
humor have best chance of success when
managing resistance
V Resistance must be discovered; occasionally resisters
themselves donǯt realize they are withholding
support. This commonly occurs when staff receives
poor communication about what is expected of them.
Discovering precisely Ê
is resisting and Ê  is the
real task when managing change
V Leaders must avoid any over reaction to resistance
once it is discovered. It must be recognized that every
change creates some resistance and expect it to
emerge at every stage of a change process. Rather
than resent resistance, it should be assumed that
negative reactions can lead to constructive
information about the change.
V @aking resistance Ǯnormalǯ leads to discussion
which stimulates change rather than threatens
it. Best and least expensive way to deal with
resistance is to encourage expression of differing
opinions toward reaching a common
understanding of the problem. Leaders should
encourage group members to give feedback and
contribute ideas: both positive and negative.
V Some managers react forcefully to resistance.
Their aim is to Ú

 

  ; in
short make it go away. This response does not
work because it 




Ú. It creates two
entrenched and resistant positions with neither
side willing to give way.
V To resolve resistance, a manger must willingly
explore what causes it. Acknowledging
contradiction and criticism can seem like playing
into the hands of the opposition. This is where
both self-awareness and sense of humor bring
most benefit
V At times leading change leaves managers open
to personal attack. They need to remember that
the criticism is directed towards the change not
the person managing it. A sense of humor helps
managers avoid taking themselves too seriously
V When managing resistance the first step is to
recognize when it occurs. Sometimes this
discovery begins with an intuition that
something is not right. At other times,
resistance is more obvious.
V Having recognized resistance, managers
need a strategy for resolving it. Resolution
depends on how skillfully they proceed. This
strategy can be developed by understanding
Ú


  
and Ú





Ú
V With this information, managers can explore
the motivation of the resisters and better
decide a response to them and the issues
which they raise
V When evidence of resistance first appears, it
helps to examine this in terms of
Ê it has
been expressed. Is the resistance overt or
covert? Also have resisters been conscious or
unconscious that their behaviour has
undermined change?
V Resistance can be covert so that lack of support for
change is either concealed or undefined. It can also be
overt so that those who resist change express their
point of view openly and offer their reasons for
disagreement. Overt resistance leads to debate and
on occasion conflict, it is easier to manage than covert
resistance. @anagers can see and hear their
adversaries which allows to work directly with the
situation toward resolving it.
V Covert resisters often completely avoid detection like
ambitious colleagues who carefully undermine
projects which give a reward to their rivals. They
operate secretly to protect their own interests. Such
resisters are not discovered until it is too late.
V These refer to motivation of resisters
V Unconsciously motivated colleagues do not
actually realize that their behavior undermines
the change. Their actions are based on Ê
 




 
 






. They create
management difficulty because the resisters
 



Ú



Ú. They are doing their job not resisting
change. When they are informed about it their
morale is affected which in turn generates bad
feelings
V Consciously motivated resistance is also a
serious challenge. They adopt this position
after considering the change. R 





 , but their
opinions must be heard. If they are not, then
their resistance only increases.
 Covert

Unconscious Conscious

Overt
V Covert and conscious
V Covert and unconscious
V Overt and conscious
V Overt and unconscious
These do not realize Undermine change while
they are undermining a
 pretending to support it.
change. Fail to meet Some resent discomfort,
targets or understand while others want to
implications, are sabotage the company or
surprised when an individual for their own
Survivor Saboteur gain.
informed

a 

 

They are extreme case of They believe their refusal to
Zombie Protester change is good thing. They
survivor, unable to change
at all. Verbally agree but are always finding fault
neither have will or ability with change, traditionalist.
to change. Do not Easiest and interesting kind
of resisters. Are open and
consider it as resistance 
 willing to discuss.
till reminded
V These help organize information about resistance
V As resistance behavior emerges these can be
analyzed by deciding their position on the matrix.
V The answers guide decisions about how to respond.
V Unconscious actions require managers to help them
become aware of what they are doing and why. This
behavior requires education rather than
punishment.
V Conscious behavior which is overt should be
managed by encouraging debate.
V Understanding the cause of resistance allows
creation of management strategy. There are five
common causes:
G Lack of belief that there is a serious need for change
G Different descriptions of the need for change
G No agreement about the goals for change
G Lack of belief that goal is achievable
G No confidence in the manager of change
V Resistance results from differences: whether
ideas, motives, plans, or priorities.
V Appreciate differences, understand its causes
and so create resolution
V Do those people who are asked to implement
change realize that it is based on a serious need?
V Do those involved describe or understand the
need in the same way?
V Is there a common end-goal for change to which
everyone agrees?
V Does everyone believe the goal is attainable and
helps the company?
V Is there unanimous confidence in the person
selected to manage change?
½