Although resistance to change is a common phenomenon in organizations, it must be noted that not all changes are resisted. In fact, if we look at any organization closely we would probably find that far more changes are accepted than resisted. The traditional view of resistance to change treated it as something to be overcome, and many organizational attempts to reduce the resistance have only served to intensify it.
he contemporary view holds that resistance is simply a form of feedback and that this feedback can be sued very productively to manage the change process. One key to managing resistance is to plan for it and to be ready with a variety of strategies for using the resistance as feedback and helping employees negotiate the transition. Some tactics have been suggested for sue in dealing with resistance to change.
It is also beneficial to inform people about the potential consequences of the change. Educating employees on new work procedures is often helpful.
Active listening is an excellent tool for identifying the reasons behind resistance and for uncovering fears. An expression of concerns about the change can provide important feedback that managers can use to improve the change process.
Twisting and distorting facts to make them appear more attractive, with holding undesirable information and creating false rumours to get employees to accept a change are all examples of manipulation. It involves giving individuals a desirable role in design or implementation of change.
They essentially force people to accept a change by explicitly or implicitly threatening them with the loss of their jobs, promotion possibilities and transferring them. Coercion is mostly applied where speed is essential in implementing change and the change initiator possesses considerable power.
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