Behavioral Resistance to Change

Abstract. Change-management activities require extensive interventions, for which small and medium-sized companies often lack the expertise. Thus, we examined whether a short-term intervention could be an innovative approach that affects employees’ attitudes and behavior. In the cooperative project IviPep, a company developed digital tools for its own internal development process. Our intervention was part of the corresponding training and consisted of a 5-minute presentation about prototypical reactions to change and a 45-minute workshop. Employees could voice their concerns, reflect on advantages, and work on potential solutions to address their concerns. Results of a survey before and after the training ( N = 22) showed that the short-term intervention significantly increased readiness for change ( d = 0.72) but did not significantly increase overall attitude toward change ( d = 0.16) or behavioral resistance to change ( d = -0.37), although the effects pointed in the intended direction. Our results indicate that even small change efforts can make a difference.

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Using different ELECTRE methods in strategic planning in the presence of human behavioral resistance

Journal of Applied Mathematics and Decision Sciences ◽

10.1155/jamds/2006/10936 ◽

2006 ◽

Vol 2006 ◽

pp. 1-19 ◽

Cited By ~ 21

Author(s):

A. S. Milani ◽

A. Shanian ◽

C. El-Lahham

Keyword(s):

Strategic Planning ◽

Resistance To Change ◽

Planning Problem ◽

Organization Management ◽

Resistance Strategies ◽

Electre Methods ◽

Electre I ◽

Behavioral Resistance

In the multicriteria strategic planning of an organization, management should often be aware of employees' resistance to change before making new decisions; otherwise, a chosen strategy, though technologically acceptable, may not be efficient in the long term. This paper, using a sample case study within an organization, shows how different versions of ELECTRE methods can be used in choosing efficient strategies that account for both human behavioral resistance and technical elements. The effect of resistance from each subsystem of the organization is studied to ensure the reliability of the chosen strategy. The comparison of results from a select number of compensatory and noncompensatory models (ELECTRE I, III, IV, IS; TOPSIS; SAW; MaxMin) suggests that when employee resistance is a decision factor in the multicriteria strategic planning problem, the models can yield low-resistance strategies; however, ELECTRE seems to show more reasonable sensitivity.

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Managerial Practices as Antecedents of Employees' Resistance to Change

Strategic Labor Relations Management in Modern Organizations - Advances in Human Resources Management and Organizational Development ◽

10.4018/978-1-5225-0356-9.ch005 ◽

2016 ◽

pp. 89-104

Author(s):

Antonia M. García-Cabrera ◽

Sonia M. Suárez-Ortega ◽

Fernando García-Barba Hernández

Keyword(s):

Change Process ◽

Prior Information ◽

Resistance To Change ◽

Information Gathering ◽

Mediating Effect ◽

Managerial Practices ◽

Components Of Resistance ◽

Affective Components ◽

Behavioral Resistance ◽

Three Components

This chapter deepens the study of the three components of resistance to change in employees: cognitive, affective, and behavioral. It includes an analysis of the sequential character of them, through the effect that the variables related to the management of the change process and to the change consequences for employees exert on each of these components. With a sample of employees who work in companies that have embarked on programs of change in the two years prior information gathering. Our results question the mediating effect of cognitive and affective resistance and, consequently, the sequential character of the three components of resistance. Results put forward that cognitive and affective resistance are conceptually different, have different antecedents, and exert different effects on the behavioral resistance. Moreover behavioral resistance is jointly determine by the cognitive and affective components of resistance to change.

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