An organisational change occurs when there is a move from one position to

another (Ford and Ford, 1995 cited in Rollinson, 2008, p630). The need for change

can be provoked by many different triggers either internal or external. Nowadays,

organisations need to make radical changes whereas it used to be only incremental

alterations in the past (Peters, 1987 cited in Rollinson, 2008, p630). For this reason,

organisational survival will essentially depend on their ability to handle the change

process (Kanter, 1995 cited in Rollinson, 2008, p630) and mainly employees’

resistance (O’Connor 1993). First we will try to try to identify why change is resisted

and finally we will look at the tactics which can be used to overcome it.

Organisations are formed by individuals and that is why it is difficult to

change the organisation without involving individual change (Band, 1995 in Bovey

and Hede) although this may be true, managers still look in a technical point without

involving, recognising the human importance (Arendt et al., 1995 cited in Bovey and

Hede, 2001, p 535). People perceived change as a threat because it implies destruction

of the familiar (Coghlan et al., 1993 in Bovey and Hede, 2001, p 534).

Resistance may be related to the stability of the organisation structure because it has

“in-built streak of conservatism” (Hall, 1987 cited in Rollinson, 2008, p637).

However, resistance is mostly an individual level phenomenon and Bedeian and

Zammuto (1991, cited in Rollinson, 2008, p639) propose four main reasons. One of

them is that we seek to keep and protect our status quo with which we are happy,

naturally it required time to build it. Another point is that incomplete and distorted

information about the change result in uncertainty, rumours (Buchanan et al, 1994

cited in Van Dam et al, 2008, p 328). Uncertainty is classically about the impacts for

the individual employee (Buono and Bowditch, 1993 cited in Elving, 2005, p132). For

instance, job insecurity is one of the major concern (de Witte et al.,1991 cited in

Elving, 2005, p133) and it can be extremely stressful for the individual (Mack et al.,

1998 cited in Tiong, n.d, p27). Those leading change are more likely to focus only on

what they perceive as positive but forget that individual assessment and response

differ (Darlington and Carnall, 1986 cited in Bovey and Hede, 2001, p 539). If change

challenge people’s abilities, consequently people will start doubting themselves.

“Resistance is a natural part of the change process” and therefore inevitable

(Steinburg et al., 1992 cited in Bovey and Hede, 2001, p 5340. Just the thought of

change gives people pain and frustration (Buchanan and Huczynski, 2004, p689).

There is no single method to deal with resistance (Rollinson). Kotter et al (1986, cited

in Rollinson, 2008, p640) suggests some common tactics but emphasize that their

contingency approach should be carefully used in the most appropriate way according

the reasons why change has appeared. Communication and training are fundamental

and should be an integrative part of change to implement it successfully (Tiong, n.d).

Giving the opportunity to participate (Heracleous, 2002 cited in Elving, 2005, p 132)

is another key factor. Managers intentionally play down the disadvantages or

emphasize the benefits (Hultman, & New and Singer, 1983 in Bovey and Hede, 2001,

p 535). Techniques such as manipulation or coercion can speed the implementation of

change in contrast to communication, negotiation (Kotter et al; 1986 cited in

Rollinson, 2008, p640). Others focus on the constructional phases of change (Elving,

2005) or encouraging staff by rewarding them (Tony Eccles, 1994 cited in Buchanan

and Huczynski, 2004, p692).

The need for organisations to change is greater than ever, in order to survive in

a competitive market. The major problem those leading change have to face is

resistance to change. According to Beer and Nohria (2000 in Vakola et al, 2004, p95),

resistance is one of the reason why seventy per cent of change programs fail. Despite

the benefits (new experience), change are commonly resisted because it involves

discontinuity. However resistance will be largely avoided if organisations anticipate

it. The way in which change is introduced can thus be resisted, rather than the change

itself. Or maybe people are just tired of constant changes as suggest Buchanan and

Huczynski (2004)?

References

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Buchanan, D & Huczynski, A (2004) Organizational behaviour, an introductory text.

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Vakola, M & Tsaousis, I & Nikolaou, I (2004) ` The role of emotional intelligence

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Managerial Psychology,[Online]19(2), pp. 88-110.

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