IDENTIFYING RESISTANCE TO CHANGE
AND OVERCOMING THEM
PRESENTED BY: FEBY THOMAS ( 69494200)
TABLE OF
CONTENTS
01
INTRODUCTION
02
03
04
THEORIES ON CHANGE MANAGEMNENT
IDENTIFYING RESISTANCE TO CHANGE
OVERCOMING RESISTANCE TO CHANGE
05
CONCLUSION
DEFINITION
 Change management is the discipline that guides how we prepare,
equip and support individuals to successfully adopt change in order to
drive organizational success and outcomes.
 Organizational change management then involves creating a
customized plan for ensuring impacted employees receive the
awareness, leadership, coaching, and training they need in order to
change successfully
INTRODUCTION
 Organisation adopt to change for survival, growth, competitive advantage and so
on.

Resistance to change is the process of unwillingness to adapt to altered
circumstance.
 Resistance to change is the action taken by individuals and groups when they
perceive that a change that is occurring as a threat to them.

Employees often respond negatively towards change.
THEORIES ON CHANGE
MANAGEMENT
Three Step Change Model
Forces – Field Analysis Theory
HOW TO IDENTIFY THE RESISTANCE TO CHANGE
a.
Blind Resistance
Few people are afraid and intolerant of change irrespective of what ever the
outcome is.
b.
Political Resistance
Some employee will have the fear of losing their power.
For examples: role, positions, base in the organisation.
c.
Ideological Resistance
It means few employees genuinely think change can be fatal to the company
OVERCOMING RESISTANCE TO CAHNGE
 Participation
Making people who are affected by change in the organisation
effectively participation in the change can causes decrease in the
resistance.

Use of rewards
It includes promotion, feedback, recognition and even
monetary incentives.
OVERCOMING RESISTANCE TO CAHNGE
 Leadership
The organisation manager should use their moral capability
and leadership qualities rather than their power.
 Negotiation
Negotiate employees with base power.
OVERCOMING RESISTANCE TO CAHNGE
 Top Management Support
- Facilitative support
- Motivation support
- Technical support
FLOW FOR OVERCOMING CHANGE RESISTANCE
CONCLUSION
In conclusion,
 Change leaders are more likely to be successful in their efforts to get others to
embrace change if they will themselves demonstrate an ability to embrace
resistance to change,
 To appreciate the positive aspects of resistance and to put those positive aspects of
resistance to use in the service of the change being resisted.
 Finding and analyzing the critical resistance points should always be the primary
aspect of any firm considering an organizational change.
REFERNCES

Jones, G. & George, J. (1998). The Experience and Evolution of Trust: Implications for
Cooperation and Teamwork. Academy of Management Review, 23(3), 531-546.

Armenakis, A. & Bedeian, A. (1999). Organisational Change: A Review of Theory and Research
in the 1990s. Journal of Management, 2(3), 293-315.

Bovey, W., & Hede, A. (2001). Resistance to Organisational Change: The Role of Cognitive and
Affective Processes. Leadership & Development Journal, 22(8), 372-382.

https://www.nickols.us/embracingresistance.com

https://www.servicefutures.com/lower-resistance-to-change-when-re-designing-the-workenvironment