Cultural Barriers to Change

Cultural ethnocentrism

This type of resistance can emerge from the change agent or the client. In this type of resistance the change is perceived as

inferior to the established culture of the client system. This type of change can be illustrated by the belief that good old fashio
values are better than newer "ivory tower" academic innovations.
A strategy used to counter this type of resistance is to include the client system more closely throughout the change process.

Saving face

This type of resistance to change highlights that some individuals may perceive the relative advantage of adopting the innovation
differently from others. Some individuals may perceive the change not as opportunity for improvement but rather as a means of
detracting from the current situation. For example, if a tech savvy student were to avoid taking a technology class because formal
training means they would be chosen to become part of the school technology support team, their lack of formal training provides
their excuse to avoid extra responsibilities.
A strategy used to counter type of resistance is to first draw attention to the benefits of the change. However, it is also important
to avoid a direct comparison between current practices and the new innovation so that past practices are not demonized.
Secondly, the change agent should try to investigate the real cause of the resistance to change to possibly clarify any
misunderstandings of the change process.

Social Barriers to Change

Group solidarity

This type of resistance arises when an innovation is perceived to have negative consequences for other members of the intended
adopter's group. For example, an instructional technologist may be wary of adopting a technological curriculum change, such as
online textbook subscriptions rather than standard text that may be quite difficult for some very technically challenged faculty
members to utilize.
A strategy used to counter this type of resistance could be to promote the interdependence of people in the system. For example,
the instructional technologist in the above example could invoke a team teaching approach to the adoption of the online textbook
innovation.

Rejection of outsiders

This type of resistance is related to cultural ethnocentrism. This type of resistor believes that the established client system is
superior to any new or proposed change to the system. For example, a professional consult brought in by a school systems
administration may suggest changes to school policies after a thorough investigation, but the faculty rejects these policies under
the belief that the consult doesnt fully understand their environment.
A strategy to counter this type of resistance involves cultivating a welcoming and nurturing environment for the innovation. Using
the above example, the change agent may encourage and provide opportunities for staff members to engage in graduate
coursework centered around the proposed changes of the district consultant.

Conformity to norms

Social groups are defined by the common sets of rules or norms, thus creating a social boundary. Innovation within these bounds
can create abnormality within the group, upset the norms and values of the group, and create resistance to the change. This can
become a problem in group membership defines what rights and priviliges are bestowed to its members and nonmembers.
A strategy used to combat this resistance would be to emphasize the ability of collaboration to allow the group to profit from the
combined efforts in implementing the innovation.

Conflict

A system divided by conflicts, with factions pulling in different directions, creates a poor environment for meaningful change. For
example, if a district's administration backs a significant change in organizational structure the teacher's union will almost
reflexively oppose this type of change.

A strategy used to counter this type of resistance is for the change agent to take a neutral position and invite members of each
faction to be engaged in the change process.

Group introspection

This type of resistance centers around the biases of group members regarding their own personal and interpersonal relationships
within their organization. This type of resistance also involves a group members inability or failure to evaluate with true validity
improvements or gains made through innovations. A good metaphor for this type of resistance is "not being able to see the forest
for the trees."
A strategy used to counter this type of resistance is to involve insiders and outsiders on the change process team.

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