Chapter 6: resistance to change
6.1: Support for change
o Various outcomes are likely to cause people to react positiely to change:
o Security: change may increase demand for someone;s skills
o Money: salary increases
o Authority: promotonnallocaton of additonal decision-making discreton
o Status: change in ttles
o Responsibility: job changes
o Beter working conditons: physical eniironment change
o Self-satsfacton: greater sense of achieiementnchallenge
o Beter personal contacts: enhanced contact with inluental people
o Less tme and efort: operatonal efciency
6.2: Signs of resistance to change
o Tridimensional: iniolies afectiee behaiioral and cognitie components
o How a person feels about the change
o And what a person does in face of a change: actie resistance = critcale ridiculinge
sabotaging etc. Passiie resistance = agreeing ierbally but not following through
o How a person thinks about the change
6.3: why do people resist change
o Dislike change
o Discomfort with uncertainty: ofen due to lack of confdence in skillsncapabilites
o Perceiied negatie efect on interests: seeing it as threatening to interests
o Atachment to established culture: 2mental barriers undermine acceptance of change
o Passiie resistance: managers exhort subordinates to implement change without
clarifying the connecton between change and organisatonal identty
o Actie resistance: when change is interpreted to be in conlict with key elements of
organisatonal identty
o Perceiied breach of psychological contract
o Psychological contract: employees form belieies to the nature of the reciprocal
relatonship between them and the employer
Formal: specifc task and how this is assessed
Psychological: expectatons in terms of truste loyalty and recogniton
Social: ialues of the organisaton
o Lack of coniicton change is needed
o Lack of clarity what is expected: lack of supportng acton
o Belief that specifc change being proposed is inappropriate
o Belief that tming is wrong
o Excessiie change
o Where an organisaton is pursuing seieral change initaties at once – may be in
conlict with each other
o Introducing a series of changes – resources are being reassigned to new initaties
before earlier ones haie been giien sufcient atenton
o Cumulatie efect of other changes in one’ss life
o Perceiied clash with ethics
o Reacton to experience of preiious change
o Disagreement with the way change is managed
6.1: Support for change
o Various outcomes are likely to cause people to react positiely to change:
o Security: change may increase demand for someone;s skills
o Money: salary increases
o Authority: promotonnallocaton of additonal decision-making discreton
o Status: change in ttles
o Responsibility: job changes
o Beter working conditons: physical eniironment change
o Self-satsfacton: greater sense of achieiementnchallenge
o Beter personal contacts: enhanced contact with inluental people
o Less tme and efort: operatonal efciency
6.2: Signs of resistance to change
o Tridimensional: iniolies afectiee behaiioral and cognitie components
o How a person feels about the change
o And what a person does in face of a change: actie resistance = critcale ridiculinge
sabotaging etc. Passiie resistance = agreeing ierbally but not following through
o How a person thinks about the change
6.3: why do people resist change
o Dislike change
o Discomfort with uncertainty: ofen due to lack of confdence in skillsncapabilites
o Perceiied negatie efect on interests: seeing it as threatening to interests
o Atachment to established culture: 2mental barriers undermine acceptance of change
o Passiie resistance: managers exhort subordinates to implement change without
clarifying the connecton between change and organisatonal identty
o Actie resistance: when change is interpreted to be in conlict with key elements of
organisatonal identty
o Perceiied breach of psychological contract
o Psychological contract: employees form belieies to the nature of the reciprocal
relatonship between them and the employer
Formal: specifc task and how this is assessed
Psychological: expectatons in terms of truste loyalty and recogniton
Social: ialues of the organisaton
o Lack of coniicton change is needed
o Lack of clarity what is expected: lack of supportng acton
o Belief that specifc change being proposed is inappropriate
o Belief that tming is wrong
o Excessiie change
o Where an organisaton is pursuing seieral change initaties at once – may be in
conlict with each other
o Introducing a series of changes – resources are being reassigned to new initaties
before earlier ones haie been giien sufcient atenton
o Cumulatie efect of other changes in one’ss life
o Perceiied clash with ethics
o Reacton to experience of preiious change
o Disagreement with the way change is managed
