Resistance to Change
1.0 INTRODUCTION
Change they say is the only constant thing. It is however a big wonder why many people still resist change even in large institutions. Resistance to change has therefore had a negative connotation because it portrays people avoiding the inevitable and not wanting to improve or face challenges.
The essence of this paper is to peel the outward negative layer of resistance to change and dig deeper to reveal how it can be managed and transformed into a positive thing which may avail managers the opportunity to better their employees and refine their approach to change management.
Although it was once accepted that ' 'everyone resists change ' ', this paper will show that how people are treated and how change is implemented can have considerable influence on employee resistance to change.
2.0 AN OVERVIEW OF RESISTANCE TO CHANGE
Perren (1996) described resistance as a behavioural reaction or symptom of distress intended to reduce distress level. Change may be described as the creation of something new or ending of something we are familiar with. (Huc and Buc 2010) describes resistance to change as an unwillingness or inability to accept or discuss changes that are perceived to be damaging or threatening to the individual.
Large institutions often fail in their ability to manage change well and a major reason is the inability to create new business culture from the existing organisations. (Atkinson 2005) it is for this reason that resistance to change is seen negatively as organisational change is more often than not unsuccessful.
The nature of resistance is that we do not experience it actively and publicly. Its presence is often displayed covertly or passively and shows up in unexpected ways. Perhaps if it were displayed in an obvious manner, we could deal with it logically. (Atkinson 2005)
2.1 Resistance to Change as a Negative Force
Resistance is most commonly linked with negative employee attitudes with counter- productive behaviours.
Change they say is the only constant thing. It is however a big wonder why many people still resist change even in large institutions. Resistance to change has therefore had a negative connotation because it portrays people avoiding the inevitable and not wanting to improve or face challenges.
The essence of this paper is to peel the outward negative layer of resistance to change and dig deeper to reveal how it can be managed and transformed into a positive thing which may avail managers the opportunity to better their employees and refine their approach to change management.
Although it was once accepted that ' 'everyone resists change ' ', this paper will show that how people are treated and how change is implemented can have considerable influence on employee resistance to change.
2.0 AN OVERVIEW OF RESISTANCE TO CHANGE
Perren (1996) described resistance as a behavioural reaction or symptom of distress intended to reduce distress level. Change may be described as the creation of something new or ending of something we are familiar with. (Huc and Buc 2010) describes resistance to change as an unwillingness or inability to accept or discuss changes that are perceived to be damaging or threatening to the individual.
Large institutions often fail in their ability to manage change well and a major reason is the inability to create new business culture from the existing organisations. (Atkinson 2005) it is for this reason that resistance to change is seen negatively as organisational change is more often than not unsuccessful.
The nature of resistance is that we do not experience it actively and publicly. Its presence is often displayed covertly or passively and shows up in unexpected ways. Perhaps if it were displayed in an obvious manner, we could deal with it logically. (Atkinson 2005)
2.1 Resistance to Change as a Negative Force
Resistance is most commonly linked with negative employee attitudes with counter- productive behaviours.