Resistance -Employee behavior that seeks to challenge, disrupt, or invert prevailing assumptions, discourses, and power relations.

Most business leaders are intimidated by change and the resistance it brings within the organization because they do not understand how to gain information from and overcome resistance.

Albert Einstein
The significant problems we face cannot be solved at the same level of thinking we were at when we created them.

INDIVIDUAL RESISTANCE
Selective information processing Habit Individual Resistance Security Fear of the unknown Economic factors

ORGANIZATIONAL RESISTANCE
Threat to established resource allocations Structural inertia Organizational Resistance

Limited focus of change

Threat to established power relationships Threat to Expertise Group inertia

Sources of Resistance to Change

Ignorance: a failure to understand the situation or the problem Mistrust: motives for change are considered suspicious Disbelief: a feeling that the way forward will not work Power-Cut: a fear that sources of influence and control will be eroded.

Sources of Resistance to Change

Loss: change has unacceptable personal costs Inadequacy: the benefits from the change are not seen as sufficient Anxiety: fear of being unable to cope with the new situation.

Sources of Resistance to Change

Comparison: the way forward is disliked because an alternative is preferred Demolition: change threatens the destruction of existing social networks.

Types of Resistance
Dysfunctional Functional Resistance: Resistance: avoiding dealing with critically assessing urgent and pressing whether change will lead to improvements issues exploring the personal declining to work on what really needs to consequences of be done. change.

Types of Resistance
Functional Resistance: feelings of regret, anxiety or fear to a previous history of non-disclosure and poor working relations. Dysfunctional Resistance blaming and criticising without proposing alternatives sabotaging change non-collaboration with others.