Resistance to change can be difficult to overcome even when it is not detrimental to those concerned. But the attempt must be made. The starting point is an analysis of the forms of resistance to change and the potential impact of change by considering how it will affect people in their jobs.

The reasons for resisting change can be used as a checklist to establish where there might be problems, generally with individuals, groups or with the organisation. The analysis should indicate what aspects of the proposed change specified individuals support generally, and which aspects are resisted.

So far as possible, the causes of organisational change and potentially hostile or negative

reaction of people and the reasons for them should be identified. It is necessary to try and understand the likely feelings and fears of those affected so than necessary worries can be relieved and as far as possible, ambiguities can be resolved.

In making this analysis, the individual introducing the change- the organisational development consultant, or the change agent - should recognise that new ideas are likely to be suspect; should make ample provision for the discussion of reactions to properly ensure complete understanding of them.

Involvement in the stages of organisation development process gives people the chance to raise and resolve their concerns and make suggestions about the form of the change and how it should be introduced. The aim is to get ownership amongst people that the change is something that they are happy with because they have been involved in its planning and introduction has become their change.

As a starting point, the change agent should apply Lewins three-step model of change to explain the proposed change so that unnecessary fears are allayed, other available strategies like participation and coercion, manipulation and cooption should be used. However Education and Communication, which entails communicating the logic of a change, can reduce employee resistance on two levels. First, it fights the effects of misinformation and poor communication: if employees receive the full facts and clear up misunderstandings, resistance should subside. Second, communication can help sell the need for change by managers to individuals or through a group or team briefings are the best.

a) Identify the three (3) steps in the Lewin model of change. (3 marks)

b) State any three (3) external sources of organisational change. (3 marks)

c) Explain any three (3) organisational reasons for resistance to change. (9 marks)

d) Critically analyse the following tactics for overcoming resistance to change:

i) Participation and Coercion (5 marks)

ii) Manipulation and cooptation (5 marks)