What Are Some Techniques for Reducing Resistance to Organizational Change?

At an annual 401(k) enrollment meeting, the CEO of North American Tool, frustrated at his employees’ disinterest in maxing out their investments, brought in a big bag, unzipped it, and upended it over a table.23 Cash poured out—$9,832 to be exact—the amount employees had failed to claim the prior year. He gestured at the money and said, “This is your money. It should be in your pocket. Next year, do you want it on the table or in your pocket?” When the 401(k) enrollment forms were distributed, several individuals signed up. Sometimes to get people to change, you first have to get their attention.

When managers see resistance to change as dysfunctional, what can they do? Several strategies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion. These tactics are summarized here and described in Exhibit 6–4. Managers should view these techniques as tools and use the most appropriate one depending on the type and source of the resistance.

Exhibit 6–4

Techniques for Reducing Resistance to Change

TECHNIQUE WHEN USED ADVANTAGE DISADVANTAGE
Education and communication When resistance is due to misinformation Clear up misunderstandings May not work when mutual trust and credibility are lacking
Participation When resisters have the expertise to make a contribution Increase involvement and acceptance Time-consuming; has potential for a poor solution
Facilitation and support When resisters are fearful and anxiety-ridden Can facilitate needed adjustments Expensive; no guarantee of success
Negotiation When resistance comes from a powerful group Can “buy” commitment Potentially high cost; opens doors for others to apply pressure too
Manipulation and co-optation When a powerful group’s endorsement is needed Inexpensive, easy way to gain support Can backfire, causing change agent to lose credibility
Coercion When a powerful group’s endorsement is needed Inexpensive, easy way to gain support May be illegal; may undermine change agent’s credibility

  • Education and communication can help reduce resistance to change by helping employees see the logic of the change effort. This technique, of course, assumes that much of the resistance lies in misinformation or poor communication.

  • Participation involves bringing those individuals directly affected by the proposed change into the decision-making process. Their participation allows these individuals to express their feelings, increase the quality of the process, and increase employee commitment to the final decision.

  • Facilitation and support involve helping employees deal with the fear and anxiety associated with the change effort. This help may include employee counseling, therapy, new skills training, or a short paid leave of absence.

  • Negotiation involves exchanging something of value for an agreement to lessen the resistance to the change effort. This resistance technique may be quite useful when the resistance comes from a powerful source.

  • Manipulation and co-optation refer to covert attempts to influence others about the change. They may involve twisting or distorting facts to make the change appear more attractive.

  • Coercion involves the use of direct threats or force against those resisting the change.

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