Resistance to Change Theory

Resistance to Change

• Resistance to change is a multifaceted phenomenon, stemming from individual psychology and organizational factors
• Resistance is not always negative, it can offer valuable insights for enhancing change initiatives
• Various theories explore the causes of resistance, including:
  • Dispositional Resistance: Individuals vary in their inherent tendency to accept or resist change
  • Depth of Intervention: Deeper interventions have a greater impact on individuals' psychological make-up necessitating increased involvement
  • Cognitive Dissonance: Individuals seek consistency in attitudes and behavior; inconsistency creates dissonance and frustration
  • Psychological Contract: Implicit expectations exist between individuals and organizations, violated expectations can lead to resistance
• Resistance to change is not uniformly distributed across individuals; it's influenced by a combination of individual disposition and contextual factors
• Organizational factors such as culture, history, and group dynamics significantly affect the level of resistance
• Effective change management requires understanding both individual predispositions and contextual factors
• There is often a need for more in-depth communication
• Effective communication strategies are essential for overcoming resistance; these can be:
  • Face-to-Face Interactions
  • Communication using written materials such as emails and hard copies
• Leaders should consider employee needs throughout the change process
• Different phases of change require different leadership styles

Objectives

• Defensive routines
• Defining resistance
• Explaining resistance
• Dealing with resistance

Pre-Work Discussion

• Recognizing personal behaviors relating to change resistance
• Evaluating resistance to change as an individual behavior. Is it always dysfunctional?
• Determining if resistance to change in organizations is inevitable and if it's always a negative thing.

Quotes on Resistance to Change

• "There's no chance that the iPhone is going to get any significant market share" Steve Ballmer, Microsoft CEO, 2007
• "Television won't be able to hold on to any market it captures after the first six months. People will soon get tired of staring at a plywood box every night." Darryl Zanuck, executive at 20th Century Fox, 1946
• "The horse is here to stay but the automobile is only a novelty – a fad.” President of the Michigan Savings Bank advising Henry Ford's lawyer, Horace Rackham, not to invest in the Ford Motor Company, 1903
• “The Americans have need of the telephone, but we do not. We taxe plebySINESS messenger boys.” Sir William Preece, Chief Engineer, British Post Offices

Stages of Psychological Reaction

• Shock
• Denial
• Depression
• Testing
• Consolidation
• Internalization, reflection, and learning
• Letting Go
• Acceptance of Reality

Impact of Change (Individual)

• Shock: Experience of threat to existing structures, perception of overwhelm, emotions of panic and helplessness; rational view: confusion
• Resistance: Attempt to maintain old structures, wishful thinking, indifference, anger, defensive emotions; rational view: defensive
• Exploration: Giving up old structures, facing reality, depression, bitterness; rational view: from disorganization to re-organization
• Commitment: Accepting new structures, testing the new, gradually increased satisfaction; rational view: rebuilding

Reasons for Resisting Change

• No real need for the change
• Change makes it harder to meet needs
• Risks outweigh benefits
• Lack of perceived ability to make the change
• Belief the change will fail
• Unsatisfactory change management processes
• Inconsistency with values
• Lack of trust in those responsible for change
• Lack of awareness of the change journey

Forms of Resistance

• Behavioural: Endless questioning, non-compliance, disruption
• Affective: Staying silent, complying without belief, resigned compliance
• Cognitive: Tacitly defending status quo, working to maintain it

Theories of Resistance

• Resistance comes from a combination of individual psychological propensities and organizational factors
• Four broad theories:
  • Dispositional Resistance
  • Depth of Intervention
  • Cognitive Dissonance
  • Psychological Contract

Kotter's 8 Step Model

• Incorporate changes into culture: This step emphasizes the importance of embedding new changes into the organization's core values and daily practices. Ensuring that the change is sustained over time requires it to align with the culture and the collective behavior of the employees, establishing a lasting impact.
• Never let up: It's crucial to maintain momentum after initial successes. Complacency can hinder progress; hence, continuous effort must be made to drive the change forward, reinforcing it at all levels and ensuring that enthusiasm remains high.
• Generate short-term wins: By achieving and celebrating quick wins, organizations build confidence and proof of concept. These victories motivate team members and provide tangible results that underscore the benefits of the change process.
• Empower broad-based action: This step involves enabling employees at all levels to take initiative and act on the vision. Removing obstacles and encouraging participation fosters ownership and drives the change process deeper into the organization.
• Communicate the vision for buy-in: Effective communication of the change vision is essential. Leaders must convey their vision clearly and persuasively to gain the support and understanding of all stakeholders, thus ensuring their commitment to the changes made.
• Develop a change vision: A well-articulated vision provides direction and inspiration. This vision serves as a guiding star throughout the change process, helping to align the efforts and aspirations of the team involved.
• Create a guiding coalition: Forming a team of influential leaders and stakeholders is vital for coalition-building. This group can champion the change initiative, providing guidance, support, and credibility to the overall effort.
• Establish a sense of urgency: Building urgency around the need for change is critical to motivate individuals. Leaders must highlight the risks of not changing and the potential benefits of transformation, creating a compelling case that encourages action.

Kotter's Accelerators

• Many people driving change from different perspectives
• A mindset of "getting to" versus "having to" change
• Importance of emotional aspects alongside logical ones
• Leadership needed to capitalize on change opportunities
• Effective management essential to integrate changes into ongoing processes

Full Range of Leadership Model (Burke & Litwin 1991)

• Models included in the document include:
• Communication Networks
• Communication Channels
• Organizational Silence
• Communication Strategies
• Comms Strategy Audit Question
• Successful Communication
• Individual Information Needs
• Examples of Organizational Silence