Decoding resistance to change

Article Type: Abstracts From: Human Resource Management International Digest, Volume 17, Issue 6

Ford J.D., Ford L.W. Harvard Business Review (USA), April 2009, Vol. 87 No. 4, Start page: 99, No. of pages: 5

Purpose – Studies the nature of resistance to change and what to conclude when a change initiative fails to achieve what is expected of it. Design/methodology/approach – The authors’ research into the circumstances in which change initiatives falter examined the reasons why the typical reaction of companies and organizations is to blame the failure on resistance due to those people within the organization who refused to “get on board”. Argues that resistance to change should be seen as a form of feedback, often provided by people who know more about the day-to-day operations than the manager leading the change initiative. Suggests five ways in which resistance can be used positively to effect change more productively. Findings – The ways in which resistance can be turned to an organization’s advantage include: boosting awareness, particularly in the project’s early stages; returning to purpose, convincing employees that the change will be for the better; changing the change, giving the resisters the chance to help; building a partnership and engagement by heeding feedback even when it does not seem to yield objective improvements; and completing the past by acknowledging past mistakes. Originality/value – Offers ideas on how to convert resistance to change into a positive resource. ISSN: 0017-8012 Reference: 38AK475

Keywords: Change management, Project management, Employees,Organizations