.1 Individuals Predisposition toward Change How people react to change depends a lot on how they learned to handle change and ambiguity as children. One persons parents may have been patient, flexible, and understanding, and from the time the child was weaned she may have learned there were positive compensations for the loss of immediate gratification. Thus, she will associate making changes with love and approval. Another persons parents may have been unreasonable and unyielding, forcing him to do things (piano lessons, for example) that he didnt want to do. Thus, he will be distrustful of making changes because he will associate them with demands for compliance.134

2. Surprise and Fear of the Unknown When radically different changes are introduced without warningfor example, without any official announcementsthe office rumor mill will go into high gear, and affected employees will become fearful of the implications of the changes. It is essential for change leaders to explain the rationale for change, to educate people about the personal implications of change, and to garner commitment to change.135

3. Climate of Mistrust Trust involves reciprocal faith in others intentions and behavior. Mistrust encourages secrecy, which causes deeper mistrust, putting even well-conceived changes at risk of failure. Managers who trust their employees make the change process an open, honest, and participative affair. All told, employees who feel fairly treated by managers during change are less likely to resist.136

4. Fear of Failure Intimidating changes on the job can cause employees to doubt their capabilities. Self-doubt erodes self-confidence and cripples personal growth and development.

5. Loss of Status or Job Security Administrative and technological changes that threaten to alter power bases or eliminate jobsas often happens during corporate restructurings that threaten middle-management jobsgenerally trigger strong resistance.

6. Peer Pressure Even people who are not themselves directly affected by impending changes may actively resist in order to protect the interests of their friends and coworkers.

7. Disruption of Cultural Traditions or Group Relationships Whenever individuals are transferred, promoted, or reassigned, it can disrupt existing cultural and group relationships. Example: Traditionally, Sony Corp. promoted insiders to new positions. When an outsider, Howard Stringer, was named as the next chairman and CEO and six corporate officers were asked to resign, creating a majority board of foreigners, the former CEO, Nobuyuki Idei, worried the moves might engender strong employee resistance.137

8. Personality Conflicts Just as a friend can get away with telling us something we would resent hearing from an adversary, the personalities of change agents can breed resistance.

9. Lack of Tact or Poor Timing Introducing changes in an insensitive manner or at an awkward time can create employee resistance. Employees are more apt to accept changes when managers effectively explain their value, as, for example, in demonstrating their strategic purpose to the organization.

10. Nonreinforcing Reward Systems Employees are likely to resist when they cant see any positive rewards from proposed changes, as, for example, when one is asked to work longer hours without additional compensation. Where do you stand on change? Do you tend to accept and embrace change, or do you have tendencies to resist it? The following self-assessment will provide feedback on your attitudes toward change. If your scores indicate resistance, you should consider what can be done to move your attitudes in a more positive direction. Then create an initial posting addressing two of the ten reasons on the list. Give examples of times when you have seen these two reasons in action, and tell about the resulting outcome. What would you suggest to make things work out for the better?

• Give examples of times when you have seen these two reasons in action, and tell about the resulting outcome?
• What would you suggest to make things work out for the better?