Convenience

196
Part 3:
Organizing
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Understanding Resistance to Change
Another element in the effective management of change is understanding the resistance
that often accompanies change.
13
Managers need to know why people resist change and
what can be done about their resistance. When Schlumberger first provided all its man-
agers with smartphones, most people responded favorably. One manager, however,
resisted the change to the point where he maintained two telephone numbers, one on
his new smartphone (which he left with his assistant) and his old standard cell phone
that he continued to use. Such resistance is common for a variety of reasons.
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The “Leading
the Way” feature illustrates resistance to change.
Uncertainty
Perhaps the biggest cause of employee resistance to change is uncer-
tainty. In the face of impending change, employees may become anxious and nervous.
They may worry about their ability to meet new job demands, they may think that
their job security is threatened, or they may simply dislike ambiguity. Nabisco was once
the target of an extended and confusing takeover battle, and during the entire time,
employees were nervous about the impending change. The
Wall Street Journal
described
them this way: “Many are angry at their leaders and fearful for their jobs. They are swap-
ping rumors and spinning scenarios for the ultimate outcome of the battle for the
Establishment of goals for the change
Recognition of the need for change
Evaluation and follow-up
Diagnosis of relevant variables
Planning for implementation of the change
Selection of appropriate change technique
Actual implementation
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