Reasons for Resistance:

· The purpose of the change is not made clear
· Change is too rapid
· Persons affected by the change are not involved in the planning or execution
· Appeal for change is based on personal reasons
· Habit patterns of people are ignored
· Fear of failure
· Excessive work pressure is involved
· Cost is too high or the reward inadequate
· Anxiety over job security is not relieved
· Lack of respect and trust in the initiator
· Satisfaction with the status quo
· Past experience with change is negative
· Honest difference of opinions

Overcoming Resistance to Change

· Encourage participation and open communication
· Provide accurate and complete information
· Start with senior leaders
· Show that change will reduce rather than increase burdens
· Connect change proposal with traditional values and habits
· Bring out novel and exciting aspects of the change
· Give assurance that autonomy will not be threatened
· Include participants in diagnostic and planning efforts
· Empathize with resistors and reduce apprehensions
· Build mutual trust among participants
· Keep a pathway open for reappraisal and revision
· Build in feedback mechanisms

 

Stages in the Change Process:

The change process is guaranteed. In other words, at the time a change is initiated, productivity and/or morale will decrease. However, with good planning and preparation, taking into consideration all of the factors listed above, the degree and duration of decline can be minimized. Fundamentally, a well-orchestrated change process can achieve the desired long-term results. On the other hand, a poorly designed change process will generate a significantly adverse reaction, with an eventual resting place at or below the original levels of performance (see below).

BCG has extensive experience designing and implementing change initiatives to achieve desired results.

Positive Change Intiative:

 

Negative Change Intiative: