2.2.3. Resistance to change

The phenomenon of resistance has been widely studied, as it is the most important factor determining the success or failure of change programmes.

Kotter and Schlesinger¹¹ suggest that there are four major reasons why people resist change: they are afraid of losing something of value; they misunderstand change and its implications; they believe that change does not make sense; or simply they have a low tolerance for change.

More recent studies show that other reasons needs to be included, such as the emotions created by earlier change programmes.¹² If past experience in being involved in change processes was negative, people have lost their trust on an emotional level and develop cynicism. They draw upon learned lessons that change does not bring them any advantages and this in turn has effects on their willingness to mobilize for the future. Organisational change thus cannot be separated from an organisation`s history.¹³ Rather it should be regarded as a continuous process that occurs in a given context.

Research from Eric B.Cent and Susan Galloway Goldberg provides the most complete overview of the different causes for resistances to change which are quoted most often by literature and the most frequent strategies recommended.¹⁴

Table 4: Cause of Resistance and Strategies for Overcoming Resistance

Knowledge about the causes of resistance helps to choose the best response. For instance, particular attention can be paid to staff members who will lose their position or who radically have to change their profile. Resistance is not necessarily misguided or unreasonable and should be taken seriously. It is best met with sympathy without letting the situation become too emotional.

¹¹ Kotter, J.P, Schlesinger, LA.: Choosing Strategies for Change”,in Harvard Business Review, April 1979, pp 106-113
¹² Eriksson, C.: The effect of change programs on employees’ emotions, in Personnel Review, Vol. 33, 2004, No 1, pp 110-126
¹³ Choi M.: Employees ́ attitudes towards organizational change: a literature review, in Human Resource Management, Vol 50, No 4, August 2011, pp 479 - 500
¹⁴ Bent E, Goldberg G.S.: Challenging Resistance to Change, in The Journal of Applied Behavioral Science, Vol 35, March 1999, pp 25 - 40