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A PRESENTATION ONA PRESENTATION ON

CAUSES OF RESISTANCE TO CHANGECAUSES OF RESISTANCE TO CHANGE

BY-AMRENDRA KUMARBY-AMRENDRA KUMAR

UPENDRA VERMAUPENDRA VERMA

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WHAT IS CHANGE ?WHAT IS CHANGE ?

To cause to be different.To cause to be different.

Doing something that one is not used to doing.

Change is a law of nature. It is necessary is wayChange is a law of nature. It is necessary is wayof life for survival & growth. Man has mouldof life for survival & growth. Man has mouldhimself continually to meet new demands &himself continually to meet new demands &

face new challenges.face new challenges.

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ORGANISATIONAL CHANGE-ORGANISATIONAL CHANGE-

It is the process by which organizationIt is the process by which organizationmoves from their present state tomoves from their present state tosome desired state to increase theirsome desired state to increase theireffectiveness.effectiveness.

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Why change?????Why

change?????

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WHAT IS RESISTANCE ?WHAT IS RESISTANCE ?

Resistance is an inevitable response to any majorResistance is an inevitable response to any majorchange.change.

It is the behavior which is intended to protect anIt is the behavior which is intended to protect anindividual from the effect of real or imaginesindividual from the effect of real or imagines

change.change.

OROR

Any conduct that serves to maintain the status quoAny conduct that serves to maintain the status quoin the face of pressure to alter the status quo.in the face of pressure to alter the status quo.

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Causes of Resistance to ChangeCauses of Resistance to Chang

e

Causes

Individual level

Group level

Organization level

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Causes at Individual LevelCauses at Individual Level

HabitHabit

Fear of UnknownFear of Unknown

Fear of LossFear of LossNew LearningNew Learning

Disruption of Stable FriendshipDisruption of Stable Friendship

Logical ReasonsLogical Reasons

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Causes at Group LevelCauses at Group Level

Group NormsGroup Norms

Group ThinkingGroup Thinking

Group CohesivenessGroup Cohesiveness

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Causes of resistance atCauses of resistance atOrganisational LevelOrganisational Level

Reasons Stability of SystemsInterorganisational

Agreements

Sunk Cost Resource Limitations

Counting Past Successes

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ExplanationsExplanations

Counting Past SuccessesCounting Past SuccessesA major problem before the organisationsA major problem before the organisations

which have past success stories is how towhich have past success stories is how to

face challenges of the changing environment.face challenges of the changing environment.

Stability of SystemsStability of SystemsThe system is stabilized and any change mayThe system is stabilized and any change may

be perceived a threat by the organisation.be perceived a threat by the organisation.

Resource LimitationsResource LimitationsThe organisation has to adapt to its environThe organisation has to adapt to its environ

ment but the adaptation has its own cost.ment but the adaptation has its own cost.

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ContinueContinue

Sunk CostSunk CostCost already incurred which cannot beCost already incurred which cannot be

recovered regardless of future events.recovered regardless of future events.

Interorganisatonal AgreementsInterorganisatonal AgreementsThe organisation interacts with its environThe organisation interacts with its environ

ment, in this interaction process, it may enterment, in this interaction process, it may enter

into agreement with other organizations overinto agreement with other organizations over

certain aspects of working.certain aspects of working.

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FORCE FIELD THEORYFORCE FIELD THEORYBY-KURT LEWINBY-KURT LEWIN

Assume that in any situation, there are both drivingAssume that in any situation, there are both drivingand retraining forces which influence any changeand retraining forces which influence any changethat may occur.that may occur.

Driving forces are those which affect a situation byDriving forces are those which affect a situation by

pushing it in particular direction; they tendpushing it in particular direction; they tendinitiateinitiatea change and keep it going.a change and keep it going.

Restraining forces act to restrain change orRestraining forces act to restrain change or

decrease the driving force.decrease the driving force. equilibrium is reached when sum of driving forcesequilibrium is reached when sum of driving forces

equals the sum of restraining forces.equals the sum of restraining forces.

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LEWIN`S 3 STAGE MODEL OFLEWIN`S 3 STAGE MODEL OFCHANGE SYSTEMCHANGE SYSTEM

Unfreezing Moving Refreezing

Reducing the Developing new Reinforcing newForce for attitude, values values, attitudestatus quo and behavior and behavior.

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6 stages of change process6 stages of change processFollowing up the change

Implicating the change

Planning the change

Diagnosing the change

Recognizing the need for change

Becoming aware of the The ressure for chan e

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How to overcome theHow to overcome theResistance to change?Resistance to change?

Overcome

Education &Communication Participation

CoercionManipulation &

Co-operationNegotiation

Facilitation & Support

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Education & Communication

It means to instruct, to learn or to impart

Information.

PARTICIPATION

It was support to the fact that the individual

find it difficult to resist a change decisionIn which they participate.

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MANIPULATIONMANIPULATIONIt means twisting the facts to make themIt means twisting the facts to make them

More attractive and spreading rumors forMore attractive and spreading rumors forThere own interest.There own interest.

NEGOTIATIONNEGOTIATIONIt means to reach agreement by discussion.It means to reach agreement by discussion.

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FACILITATION AND SUPPORTFACILITATION AND SUPPORT

Providing support and empathy to thoseProviding support and empathy to thoseemployees who have trouble dealingemployees who have trouble dealing

with changewith change..

COERCIONCOERCIONIt is application of direct threats or forceIt is application of direct threats or force

on resistance to change.on resistance to change.

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