Resistance to change should be considered as a good sign and can be compared to fever while there is a bodily infection. It creates a platform for the firm to find out the causes for resistance and hence the solution.
Causes for Resistance to Change:
A. Economic factors: When pay is tied up with productivity, resistance arises.
B. Habit: It is the habit of humans to resist anything new.
C. Fear of the unknown: Freshers always have a feeling of insecurity and uncertainty when they join an organization.
D. Change affects emotions and sentiments: People are disturbed both emotionally and sentimentally when there is a change.
E. Lack of clarification: People interpret change in different ways; so there is a need for the organization to clarify as to the nature of the change and its implied consequences or implications.
F. For the sake of opposing: Illogical and weird opinions are given by the employees just for the sake of opposing.
A. Built-in-Mechanism: People working in groups experience shock when there is a structural change introduced in the system as they are tuned to a set of rules and procedures.
B. Group norms: This also acts as a strong source of resistance acting as a constraint
C. Threat to expertise: Technological innovations pose new threats everyday to the non-technical persons
D. Threat to established power relationship: If the powers are re-assigned amongst the managerial cadre there arises unrest
E. Threat to established resource allocation: Budget reallocations are resisted by departments that are not favored
· EDUCATION AND COMMUNICATION: The logic of change must be conveyed to the employees in a convincing manner and full facts must be communicated without an iota of doubt.
· PARTICIPATION: It becomes difficult for individuals or groups to resist change when they are made to act as change agents
· FACILITATION AND SUPPORT: Change agents can offer counseling, training etc to pacify the employees
· USE OF GROUP FORCE: Groups can exert more pressure on attitudes, values and behavior and hence, if the group cohesiveness is strong, the change is easier to achieve.
· LEADERSHIP FOR CHANGE: A strong leader-manager can create a climate for psychology support from subordinates
· NEGOTIATION: The key persons or individuals whom the management think are potential change agents can be rewarded and brought to the negotiating table
· MANIPULATION: Twisting information, creation of false rumors, withholding undesirable information are some of the tactics of manipulation that decrease the intensity of resistance to change.
· COERCION: Application of force that includes threats of transfers, delay in promotions, negative performance evaluation can decrease the resistance and also the credibility.
Manipulation and coercion must be considered as last options to reduce the pressure as generally people will welcome any change that is positive and beneficial to the organization in the long run. It is the responsibility of the management to project the change in a gradual and convincing manner to the employees.