Change is an undeniable force in the world of organisations. However, not all change initiatives yield positive outcomes, and not all resistance to change is futile (Woods & West, 2019). Resistance can be a natural and constructive response to change (Woods & West, 2019).
Humans tend to find comfort in the known, and deviation from the status quo can evoke fear and apprehension (van Dijk & van Dick, 2009). The uncertainty associated with change raises concerns about job security, competence, and the potential upheaval of established relationships (Erwin & Garman, 2010). Thus, resistance emerges as a defence mechanism, an attempt to safeguard stability and mitigate risks (Bovey & Hede, 2001).
When change is imposed without clear explanations or opportunities for input, employees perceive it as a top-down imposition, eroding trust and autonomy (Oreg, 2006). In such cases, resistance becomes a means for individuals to assert their agency and voice their concerns (Oreg, 2006). Engaging employees early on, soliciting feedback, and fostering a sense of ownership can help alleviate resistance and foster a more inclusive change process (Woods & West, 2019).
Furthermore, resistance thrives without a clear and consistent vision to which the employee is willing to commit (Foster, 2010). Ambiguity breeds resistance, as people cling to the known rather than venture into uncharted territory (Foster, 2010). Providing a compelling narrative, illustrating the benefits of change, and addressing possible apprehensions can help dismantle resistance barriers (Woods & West, 2019).
While resistance is commonly viewed as a hurdle, it can also offer valuable insights and opportunities for growth (Thomas & Hardy, 2011). Understanding the underlying reasons behind resistance allows organisations to address concerns, involve employees in decision-making, and create a shared vision (Erwin & Garman, 2010). By embracing the dynamics of resistance, organisations can navigate change more effectively, foster a culture of collaboration and innovation, and drive meaningful and sustainable transformation.
References
Bovey, W. H., & Hede, A. (2001). Resistance to organisational change: the role of defence mechanisms. Journal of Managerial Psychology, 16(7), 534–548. https://doi.org/10.1108/EUM0000000006166
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: linking research and practice. Leadership & Organization Development Journal, 31(1), 39–56. https://doi.org/10.1108/01437731011010371
Foster, R. D. (2010). Resistance, justice, and commitment to change. Human Resource Development Quarterly, 21(1), 3–39. https://doi.org/10.1002/hrdq.20035
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), 73–101. https://doi.org/10.1080/13594320500451247
Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3), 322–331. https://doi.org/10.1016/j.scaman.2011.05.004
van Dijk, R., & van Dick, R. (2009). Navigating Organizational Change: Change Leaders, Employee Resistance and Work-based Identities. Journal of Change Management, 9(2), 143–163. https://doi.org/10.1080/14697010902879087
Woods, S. A., & West, M. A. (2019). The psychology of work and organizations (Third edition.). Cengage Learning.
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