Resistance: The Organisation's Big Problem

"People resist change." This belief is deeply ingrained in organizational life. It is inscribed in corporate documents, management textbooks, policy assumptions, executive training materials, consulting reports, and in societal media outside of organizations. (Hacking, 1999) This belief, demonstrate that it is a poor metaphor for change management, show that "resistance to change" is not commonly defined in the literature, and offer the results of an exploratory empirical study which suggests that people may actually be more …

…the change effort. Still, if these leaders feel they are being tricked they are likely to push resistance even further than if they were never included in the change effort leadership. 6. Explicit and Implicit Coercion - Where speed is essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting changing can lead to losing jobs, firing, transferring or not promoting employees.