Resistance to Change in an Organization

Abstract

This paper examines the widely documented literature on resistance to change in an organizational framework. Premise being that changes are resisted by organizations which hinders adaptation and progress in the long run. It is proposed that the same must be reduced to enhance the efficiency of organization. The build up to this paper has been in terms of reviewing the available literature on resistance to change in an organization and their major sources. The unit of analysis in the paper is organization. However, the individual and group dynamics of employees within the organization are identified as the key tools for diminishing resistance to change in any organisation. Some possible pathways have been identified to achieve the same. The first pertains to devising a mechanism such that all employees are aligned towards the goal. The second pathway is to increase the participation of employees to reduce resistance. Here, it is suggested that the change agent should look at the entire exercise of reducing resistance as a cost benefit analysis. Further, for empirical validation, an econometric model is formulated which suggests how diminishing resistance over time can lead to better efficiency in an organization