ADMS 2400 Lecture 6: ADMS 2400 Tutorial 6 Notes
2 May 2018
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ADMS 2400 Tutorial 6 Notes – Individual Resistance
Introduction
• It is easiest for management to deal with resistance when it is overt and immediate,
such as complaints, a work slowdown, or a strike threat.
• The greater challenge is managing resistance that is implicit or deferred.
• These responses—loss of loyalty to the organization, loss of motivation to work,
increased errors or mistakes, increased absenteeism—are more difficult to recognize.
• Deferred actions also cloud the link between the change and the reaction to it and may
surface weeks, months, or even years later.
• Or a sigle hage that i ad of itself ight hae little ipat eoes the stra that
reaks the ael’s ak eause resistae to earlier changes has been deferred and
stockpiled.
• Let’s look at the soures of resistae.
• For analytical purposes, we have categorized them by individual and organizational
sources.
• In the real world, the sources often overlap.
• Individual sources of resistance to change reside in basic human characteristics such as
perceptions, personalities, and needs.
• Exhibit 14-7 summarizes four reasons why individuals may resist change
• Self-interest.
• People worry that they will lose something of value if change happens.
• Thus, they look after their own self-interests rather than those of the total organization.
• Misunderstanding and lack of trust.
• People resist hage he they do’t uderstad the ature of the hage ad fear
that the cost of change will outweigh any potential gains for them.
• This ofte ours he they do’t trust those iitiatig the hage.
• Different assessments.
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