Resistance to change

26 important questions on Resistance to change

Kirkpatrick lists a number of outcomes that probably evoke positive reactions in human regarding change (x9)

- security
- money
- authority
- status/prestige
- responsibility
- better working conditions
- self-satisfaction
- better personal contacts
- less time and effort

What is the vision of Schon regarding resistance to change?

It is not desirable but necessary, in order to prevent the implementation of weak ideas and ineffective proposals. Divergence of opinions can be constructive to observe the full range of consequences of a change

Ford and Ford identify five ways in which resistance can be used productively

Encourage dialogue: increase awareness of the change ideas, even with complaints

Clarify the purpose: make the roles of those affected understood

Consider new possibilities: accept the appropriate ideas of those resisting

Listen to the voices: encourage participation and engagement

Deal with the past: current responses to change can be based on past failures.
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Resistance has 3 dimensions with components

- Affection: how one feels about it

- Cognition: what someone thinks about it

- behavior: how one behaves in the face of a change

The behavior can take different forms. Hultman distinguishes 2 types of resistance, active and passive. Explain these symptoms of active and passive resistance

Active resistance: being critical, blaming someone, ridiculing, using facts selectively, sabotaging, making accusations, manipulating, spreading gossip etc

Passive resistance: procastinating, agreeing verbally but not following through, making mistakes when implementing the change, withholding information, allowing changes to be unsuccesful etc

What does uncertainty in a change situation indicates?

Uncertainty in a change situation indicates that the person is lacking confidence in his or her skills and abilities that are needed in the situation after the change.

the key point is that the discomfort is based on a lack of information - a lack that can be remedied

Attachment to the established corporate culture/identity.

Reger et al. Argue there are two mental images that undermine acceptance of change when they are in conflict with the established corporate culture, which two?

Passive resistance: can arise when managers introduce a change without making the connection with the corporate identity clear

Active resistance: can occur when the change contradicts with the key elements of the corporate culture

What is a psychological contract?

For employees, a certain image of the relationship with the employee is formed, this is usually referred to as a psychological contract
defined partly by an formal written agreement and in part by informal social and psychological dimensions

What is the vision of Gadiesh and Gilbert on a brilliant business strategy?

A brilliant business strategy is of little use unless people understand it well enough to apply it. In that case, resistance is not due to disagreement with the change outcomes, but more towards a lack of information

Excessive change.
Stensaker et al. Mention two forms of extreme changes, which 2?

- The first form occurs when an organisation applies several changes all in once, while these changes can be considered to be unrelated or in opposition with each other

- the second form means that the organisation wants to make some changes and that people in the business feel that resources are passed on to new initiatives, before the previous initiatives have been given sufficient attention for them to be effectively implemented. This can lead to initiative fatigue, overload or burnout and resistance to emerging changes.

Bruch and Menges claim that intense market pressures have increased the number of new initiatives, leading organisations into the 'acceleration trap', where staff are demotivated, focus is scattered and customers are confused.

They identify three damaging patterns, which 3?

- overloading: staff are asked to do too much in function of time and resources
- multi-loading: staff are asked to cover too many kinds of different activities
- perpetual loading: the organisation is running close to full capacity

Reaction to the experience of earlier changes.

The experience someone has had in the past with certain changes, can affect how people think about change. Through previous experiences, people develop scripts , explain this concept

People develop scripts for 'how change works' that become the viewpoint by which they view subsequent changes. This can be frustrating for managers, because these scripts are not necessarily formed within the same organisation or with the same managers, However, sense making based on the legacy of the past has a greater impact than the words of managers, because it is based on real-life experiences.

Managers as change resistors.

Explain the boiled frog effect

Frog remains in the water until the water boils if the water is slowly heated, when the frog is thrown in a jug of boiling water out of nothing, he is startled and immediately jumps out.

The manager is in the first position in which it does not react to small changes that accumulate, until in the end the situation has greatly changed.

Explain the paradox of succes / Icarus paradox.

When information that should lead to changes, is ignored or seen as a confirmation of the existing strategy.

This occurs mainly when the organisation is experiencing/ has experienced great success, thus believing that their current strategies and operations are the most appropriate, which leads them to ignoring change signals

A situational/contingency approach.

Kotter and Schlesinger provide a classic model for managing resistance. They identified six methods, which 6?

  • Education and communication
  • Participation and involvement (can slow the process)
  • Facilitation and support (deliver technical and emotional resources)
  • Negotiation and agreement: offer incentives may lead to watering down of key elements of change
  • Manipulation and co-optation: use selective information to 'sell' the change to people
  • Explicit and implicit coercion:


A common mistake made by managers is to use only one approach or a limited set of them regardless of the situation

The resistance-cycle 'let nature take its course'

Another approach towards managing change is treating resistance as part of a psychological cycle. What are according to Jick and Peiperl the phases of this circle?

Shock (manifest as immobilization)

Defensive retreat (anger)

Acknowledgment (mourning)

Adaption and change (acceptance)

This cycle has also been developed by Scott and Jaffe, which consists of what four stages?

Denial: denial of change, ignoring information and the minimisation required changes in activities

Resistance: this phase begins with the recognition that the change situation is not going to go away. Stress begins to increase and forms of resistance appear. This phase ends when individuals start to believe that the change is for the better good and they have an important role in achieving that  

Exploration: there is new energy in the organisation and everyone is prepared for the opportunities in the new situation

Commitment: there is attention to the new state of affairs

In the model of Karp, what says the way someone responds to change verbally say? And what does the concept of 'creative counters' mean

The way someone responds verbally, shows to what extent an individual is resistant to change

Karp called the different responses 'creative counters'

Explain the process of thought self-leadership (TSL)

TSL is a process of influencing or directing the control of one's thoughts. This change management approach is based on various propositions and the application of the corresponding techniques

What are the propositions of TSL?

- perceptions are the primary determinant of the response to change

- TSL can influence these perceptions in different ways (next card)

- These processes are the way of thinking, called thought patterns that affect the response to change. This may be opportunity thinking, in which the new situation is viewed positively: as an opportunity to learn new things and increase experience. Conversely, obstacle thinking happens when a new situation is negatively perceived as a threat

TSL can influence these perceptions in three ways, which 3?

- beliefs and assumptions: problems result from dysfunctional thinking. Individuals have the ability to identify and replace their constraining beliefs and assumptiosn with more positive views

- self- talk: what people tell themselves often results from emotional dispositions that affect cognition and behavior. In this way, people can develop positive perceptions about the change.

- Mental imagery: this refers to imagining actions before they are undertaken. Visualisation of a successfully performing a task increases the perception that the action actually will be succesfully undertaken

What is the advantage of TSL?

It emphasizes that perceptions of the situation influence the actions for change and that techniques exist to adjust these perceptions so that one sees change as something positive. Managers must be careful that they are not going to view change resistance as something artificial. However, it would be unwise for managers to think that resistance to change is purely a result of the recipient's negative mind-set

Abrahamson argues that for a successful introduction of change, organisations have to apply processes of tinkering and kludging.

Explain these concepts

Both processes are about reconfiguring existing practices and business models instead of creating new ones.

The difference between tinkering and kludging is a matter of scale.
Tinkering- bit more modest with configurations within departments  
Kludging is tinkering on a larger scale

Abrahamson.
Explain the concept of pacing

Pacing refers to the mixing of several initiatives that are larger, interrupt the organisation and bring the organisation off balance

The power of resistance.

Maurer argues that resistance can also be used to build support for change. Respecting resistors makes relationships stronger and improves the prospects for succesful change. Maurer lists 5 fundamental touchstones, which 5?

- maintain clear focus
- embrace resistance
- respect those who resist
- relax, dont fight back with an 'attack' of resistance because tension limits the ability to keep the broader picture in mind
- join in with the resistance: emphasize points on which both parties agree

According to Jick and Peiperal (who developed a similar model in which it is said the resistance should be reconsidered and should be seen as part of the process that can function as feedback on the change) what sort of resistance can achieve these benefits?

Active resistance can only achieve these benefits/
Although acknowledging feedback could be beneficial, there are some situations where focusing too much on objectors might be counterproductive, as not as much focus would be allocated on the actual implementation of the change strategy

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