Resistance to Change
Introduction Change is a very natural part of life. Very rarely do things remain the same either in our personal lives or our professional lives. People must be able to adapt to these changes in order to keep up with those around them. Some of these changes are easy to take on as people buy into them very quickly and easily. Other changes are met with resistance. If not handled properly, this resistance to the change can overcome the change agent thus rendering the desired change impossible to accomplish.
Change Agents Contributions to Change Resistance As a change agent, one’s desire is implement the desired change. Behavior of the change agent can sometimes however lead to increased resistance to change. These contributions include “breaking agreements and violating trust, misrepresentation and other communication breakdowns, and their own resistance to change.” (Ford et al, 2008). In order to avoid these situations, Understanding these potential contributions is critical for change agents. The first potential contribution to change resistance is for a change agent to be perceived a breaking agreements and violating trust. “Agreements, including psychological and implied contracts are broken or breached whenever agents of the organization knowingly or unknowingly renege on a promise or an understood and expected pattern of cooperation.” (Ford et al, 2008). In my opinion, this is potentially the biggest pitfall for a change agent to fall into. In order to successfully implement change, change agents must gain and keep the support of people involved in the change. “When people experience an injustice or betrayal, they report resentment, a sense of being done to, and a desire for retribution which can result in such negative behaviors as stealing, lower productivity, lower work quality, and less cooperation.” (Ford et al, 2008). I have been in several work situations where a change agent (typically the supervisor of a section)
Change Agents Contributions to Change Resistance As a change agent, one’s desire is implement the desired change. Behavior of the change agent can sometimes however lead to increased resistance to change. These contributions include “breaking agreements and violating trust, misrepresentation and other communication breakdowns, and their own resistance to change.” (Ford et al, 2008). In order to avoid these situations, Understanding these potential contributions is critical for change agents. The first potential contribution to change resistance is for a change agent to be perceived a breaking agreements and violating trust. “Agreements, including psychological and implied contracts are broken or breached whenever agents of the organization knowingly or unknowingly renege on a promise or an understood and expected pattern of cooperation.” (Ford et al, 2008). In my opinion, this is potentially the biggest pitfall for a change agent to fall into. In order to successfully implement change, change agents must gain and keep the support of people involved in the change. “When people experience an injustice or betrayal, they report resentment, a sense of being done to, and a desire for retribution which can result in such negative behaviors as stealing, lower productivity, lower work quality, and less cooperation.” (Ford et al, 2008). I have been in several work situations where a change agent (typically the supervisor of a section)
References: Ford, J. D., Ford L. W. & D’Amelio (2008). Resistance to change: The rest of the story. Academy of Management Review, 33,362-377. J. P. Kotter (1995). Leading change: Why transformation efforts fail. Harvard Business Review, March-April, 59-67.