Change is nothing new and a fact of life. Some people actively thrive on new challenges and constant change, while others prefer the comfort of the status quo and strongly resist any change. It is all down to the personality of the individual and there is little management can do about resistance to change. (Mullins, 2010:753)

According to Mullin (2010), change has both advantages and disadvantages which are as follows;-


Development of manpower: Manpower training and development is a continuous process. If this process is undertaken in a planned way that can help the organization to gain long term benefits. (Rasel, 2014)

Reduced costs, some leaders like wasting the organisation’s resources and when they are sucked or transferred to other posts, it reduces the wasted organisation’s resources. Therefore change resistance is great to some point at a time. (Lewis, 2014)

 Though change resistance has some good advantages, it has disadvantages at the same time. It all depends on how a leader announces the change. Out of the variety reasons, these are some of them;-

  • Threat to position power, some people lose their jobs when some changes are made. For example when a leader is transferred may be to another organisation branch.
  •  Norms and Culture; in most cases people prefer being led by leaders from the same culture than from different cultures.
  • Misunderstanding — if administrators do not understand why change is needed, what can a leader expect from other employees? Of course resistance!
  • Fear of the unknown —in most cases people resist to change because they fear what will happen after things like standing risks. In other words they fear the unknown since they don’t know what will change after accepting change.
  • Lack of trust — this happens mostly when team members don’t trust the team leader and therefore they can’t accept change before the team leader grantees them. (Rick, 2011)
  • Not informed —most team members like they should be informed before any change in the team because in that way they feel more valued than not being consulted.


  • Change of routines — People resist change thinking if they accept many things won’t be done like before. For example when a sports’ leader is sucked, players don’t score goals like before and that’s one of the reasons why people resist change in teams. (Kanter,2012)


Leaders should do to avoid resistance to change

Changes strive to improve organizational performance. Organizations force resources to gain understanding into their changes of their systems, steps, and human capital, and obtain expert opinion on what is wrong, what is no longer used, and what can improve.

Promoting equity among the workforce. Such changes, while creating fear at the first results in better employee support, motivation, and confidence. (Scheid, 2011)

Share how you will prepare people to take on new tactics of working. They also react negatively to little or no support. Make sure there is enough help available, that leaders have all what it takes to assist their team members so that they are able to know the input being made to help them. (Miller, 2013)

Due to the above reasons, change should always be applied where necessary and not changing for the sake of changing.

Major roles of managers during resistance to change

  • To carry out the effective communication with employees;
  • To understand their attitude and perception of Manager’s actions;
  • To be continuous improvement and motivation.
  • Communicate clearly and effectively. Communicate every detail required for action and in multiple directions. Follow up on the communication and get verbal and if possible, face-to-face acknowledgement. Effective communication is as important as the communication itself.
  • Be transparentIt is human nature to fear what you don’t understand – especially if it seems like a threat to you. Be as transparent as possible. Start from the beginning and lay down all the details. No one will win and garner continual respect from secrecy. People will question you and managements’ motives if you are not completely transparent with your own organization.(Scheid,2011)


Well there are many change management models people can follow to manage change in organisations. Due to the reason of word count, I was able to give the following;-


  • Kurt Lewin’s Change model.

This has its own stages;-Unfreeze, this is where managers create the right       environment to enable change. Change, at this stage people support change to achieve their desired Organisation, Refreeze.


  • Kotter change management. This includes; creating climate for change, engaging the whole organisation, sustaining change.


  • Traditional change model. This includes;Time,exploration and commitment


  • ADKAR change management. This includes; Awareness, desire, knowledge, ability and supports change.


  • Our change management model. This includes; Assess, Align, engage, communicate, support and sustain.


To my own point of view I recommend people to follow Kurt Lewin’s change model because leaders communicate to employees before asking for their support to make changes in an organisation and this helps the organisation to achieve its change targets.



While doing different activities with my team, we used to always analyse, act and the sustain what we have analysed. For example when we were given an activity of choosing an industry of our choice, we chose aviation in India and before we attempted anything, we had to first interview some of the aviation employees in India in order for us to have a hint on what we were about to do. With that information, we were able to achieve our goal of performing well in our presentation. Therefore it is always a great deal to collect data before change.


In conclusion, Indian aviation can manage change by being united as a team and comparing its ranking level with other different aviation industries in the world in order to achieve its desired goal as a result.






Lewis (2014)10 benefits of an organisational change management plan (online) available<(11.March.2016)>

Rasel (2014) advantages of planned change in an organisation (online) available<(11.March.2016)>

Scheid (2011) Do employees benefit from organisational change (online) available<(11.March.2016)>

Rick (2011) Top 12 reasons why people resist change (online) available<(11.March.2016)>

Kanter (2012)10 reasons people resist change (online) available<(11.March.2016)>

Scheid (2011) Dealing with resistance in change management (online) available<(11.March.2016)>

Miller (2013) 5 ways to overcome resistance to change (online) available<(11.March.2016)>



6 thoughts on “RESISTANCE TO CHANGE”

  1. Thank you @culcnwachuki. To my own personal view, change has both bad sides and good sides. The downslides are sometimes when in the change process,employees seem to misunderstand the leader and sometimes employees even riot in an organisation.


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