Abstract
Resistance typically occurs with every minor or major change. At the individual level, people resist change because of fear of change. At the organization’s level, resistance occurs because of the unfavorable organizational settings that work along with individual resistance. Employing Kurt Lewin’s three-step model of change (unfreeze, movement and refreeze) will enable the change agent (usually the manager) to implement change effectively in the organization.
Change is synonymous to transformation, alteration, variation, and modification; it connotes a shift from one position, course or direction to another; it also signifies innovation. An organization that is embracing a new technique or idea is adopting change to achieve its goals. The adoption of change, on the one hand, involves a rigid process of trial and error, alteration of behaviors of people and acceptance of change; and, on the other hand, requires extensive range of skills to effectively direct the management of such change, on the other hand. However, not all people will openly and positively accept any modification in the status quo. Resistance typically occurs with every minor or major change. There will always be people who will be struggling to oppose such change.
My discussion in this research paper focuses on the causes of individual and organization’s resistance to change. In particular my goal is to identify main causes why individual and organization alike may resist change. Also, this paper is aimed to discuss relevant theory of change in relation to overcoming such resistance to change.
Resistance to Change
Resistance to change is simply understood as the act of opposing the modifications that alter existing state of affairs or status quo in the organization. But what are the reasons for resistance to change to occur?
Individual Resistance. The main cause is fear of change; people fear change. Individuals have the tendency not to alter their status quo; they prefer the safe, familiar and routine ways of doing things. Aside from the very usual tendency of individuals to favor regularity or routine activities which are later developed into habits, the fear of change is rooted from the mere idea that change posses many unknown possibilities. Especially for risk-averse individuals, change connotes failure or success that results to more changes, change in job responsibilities, job relocation, or simply alterations that have very insignificant effects. Such possibilities cause doubt especially to those individuals who are involved or affected by the change; doubt that turns into fear, and hence the resistance to change.
Organizational Resistance. The difficulties that accompany change do not only occur at the individual level but also at the organizational level. Organizations, both big and small, are comprised of people working together for a common purpose. The organization’s overall capacity to handle change highly depends on the individuals’ ability to appropriately manage change. Nevertheless, there are distinct organizational settings that serve as barriers in implementing planned change in the organization namely: lack of clear communication, inertia, insufficiency or lack of resources, and presence of low-risk environment.
First, unclear communicated information on the planned change may result to individuals having different views and expectations about the change. Second, inertia because of prioritizing the day-to-day responsibilities decrease the determination and pressure of implementing the change effort till the drive vanishes. Third, insufficiency in resources in terms of funds, human resource, time, and other factors to execute the change often disrupts the change effort. And, fourth is the prevalence of low risk behaviors among individuals which is a result of an organization that does not promote change and punishes mistakes whereby making individuals develop resistance to change. These factors along with other organizational characteristics can weaken the effort to adopt change and create the resistance.
In a workplace, people resist change basically because of ambiguity and insufficiency of information concerning the reasons for the change. Also, individuals will have negative reactions to change if they have not been consulted about the change prior to its implementation as employees wanted to be informed on the happenings in the organization especially if it concerns their jobs. Another is that, a change that modifies the established patterns of working relationships between people is perceived as a threat to employees, hence the resistance. Likewise, resistance is high when the perceived benefits are inadequate for the perceived costs of the change effort; and, if the change poses a threat to power or status in the organization.
Theory of Change (to Overcome the Resistance to Change)
In 1951, the social scientist Kurt Lewin introduced the three-step change model. According to him, behavior is a dynamic balance of forces that work in differing directions: the driving forces make change possible as they push the employees in the desired direction while the restraining forces hamper change as they push employees in the opposite direction. Given these opposing forces, Lewin developed the three-step model (in the process of changing behavior) that will aid in shifting the balance of these forces in the direction of the planned change.
Lewis identified three steps: unfreeze, movement, and refreezing.
Unfreeze. This first step implies unfreezing the current or existing status quo or situation, which is considered the equilibrium state of the organization. Unfreezing is important in order to surmount individual resistance and conventionality. According to Lewis, unfreezing can be realized in three ways: (1) by increasing the driving forces to direct the behavior of people in the organization away from status quo; (2) by decreasing the restraining forces to motivate behavior away from the current state; and (3) by finding a combination of (1) and (2). Some of the activities that can facilitate in the unfreezing step are preparing the participants to motivate them, establishing trust and recognition for the need to change, and involving the participants in recognizing problems and brainstorming solutions within a group.
Movement. The second step in Lewin’s theory is movement which emphasizes the importance of having the whole organization move to a new equilibrium level. Lewin proposed three actions that facilitate in the movement process, namely: convincing the employees that their current situation is no longer helpful for them and that they have to consider newer ways of dealing with problems, coordinate and cooperate with the rest of the group in sourcing new but relevant information, link the group’s perspectives to the ideas of powerful and well-respected leaders supporting the change.
Refreezing. The refreezing step is necessary to take place after the implementation of change to ensure that the change is sustained over time. Lewin believed that if refreezing will not be taken, then there is a high possibility that the initiated change will not be sustained and the whole system will only return to the old situation. The refreezing step is considered as the integration of new values into the organizational core; it is targeted at stabilizing the new state/equilibrium as a result of change and involves the balancing of the opposing forces. Lewin suggested the reinforcement and institutionalization of new patterns of policies and procedures in the organization.
Generally, Lewin’s model illustrates the effects of the driving and restraining forces in the organization where the former is viewed to promote change and the later which inhibit change. Lewin’s argued that change will occur when the combined strength of the driving forces is weigh more than the combined strength of the restraining forces.
Moreover in 1958, Lippitt, Watson, and Westley extended Lewin’s Three-Step Change Theory. They created a theory comprising of seven steps; their focus were on the role and responsibility of the agent of change rather than on the evolution of the change. Likewise, they showed in the model that information is continuously exchanged throughout the process. The seven steps are: (1) diagnosing the problem; (2) assessing the capacity and motivation of the people and the organization for the change; (3) assessing the resources and motivation of the change agent including his commitment to implement the change that includes the change, his power, and his stamina; (4) choosing the objects for progressive change by formulating strategic action plan; (5) establishing and clearly communicating the role of the change agents to establish clear expectations from the participants; (6) maintaining the change through communication, feedback, and group coordination; and (7) the change agent gradually terminating his role as the agent of change over time.
Conclusion
Change is inevitable to any organization. Though individuals view it as inescapable, still they would exert effort to resist it. This kind of response is usual because of fear of change. Fear that it will change their conventional ways of doing and accomplishing things for the organization. And since individuals comprise the organization, any individual resistance obviously goes up to organization’s level. Along with organizational settings like lack of communication and resources, inertia, and low-risk behaviors of people, organizational resistance is very likely.
Kurt Lewin’s three-step model of change suggests three ways to overcome resistance to change: unfreeze, movement, and refreeze. Employing these steps will enable the change agent (usually the manager) to implement change effectively in the organization.
References
Hicks, Vicki. “Change Theories.” Accessed from kumc.edu/instruction/conted/online/substance/ module3/mod3comp1.html
Robbins, Stephen (2003). Organizational Behavior. 10th ed. New Jersey: Prentice Hall
