The resistance to change : how to understand it in order to overcome it better

Résumé du document

This project investigates the reasons for resistance opposed within an organization to change. It concentrates on an individual dimension of the resistance, in opposition to the organizational dimension featuring the traditional stakeholders' interactions. It analyzes in detail, the factors influencing an individual in the determination of his position. The study is influenced by direct observations carried out in a pharmaceutical company, CIS Bio International. This study does not interfere with the traditional and abundant literature over management of change but intends to provide managers with the understanding of a set of concepts allowing them to develop their own method for overcoming this resistance. The main findings of the study reveal that, although some undeniable intrinsic factors are influencing the individual for resisting to change, the main reasons are to be found in the social context of the individual, both at group and organizational level.

Extraits

[...] Reading, Mass.: Addison- Wesley. ROCHER G. (1969) Introduction à la sociologie générale, tome Montréal : Hurtubise HMH KRECH D. and CRUTCHFIELD R. S. (1948) Theory and Problems of Social Psychology New York : McGraw Hill SHERIF C. et al (1965). Attitude and attitude change: The Social Judgment-Involvement Approach. Philadelphia: W. B. [...]

[...] Both culture, complacent and resigned, can be present at the same time in a single company, depending on which elements of the past people are referring to, on the different service culture It raise a great challenge in term of overcoming this resistance as a single message has to be send 3. And now? Recommendations Now that we have a good idea of what are the factors motivating individuals to resist the change, we may wonder how to overcome this latter. [...]

[...] The two informal groups had developed their own behaviour standards or group norms. These norms covered a number of features of the work of the department including the levels of output to be achieved by each person. Much of the activity of these informal groups was intended to control the behaviour of members with the aim of protecting the group from interference from management while maintaining group cohesion. Diagram 2.1 : Bank wiring Room (Adapted from Roethlisberger and Dickson, 1964[20]) These informal groups were able to manage management by providing an impression of activity within the department that met the expectations of managers. [...]

[...] (1977) L'acteur et le système, Paris : Le Seuil, p.337 MAINIERO L. and TROMLEY C. Developing Managerial Skills in Organizational Behaviour 2nd ed. Englewood Cliffs : Prentice Hall pp. 322-329. FORD J.D and FORD L.W. and McNAMARA R.T. (2002) Resistance and the background conversations of change, Journal of Organizational Change Management, Volume 15 Nb 2 pp. 105-121 HOVLAND C.I., JANIS I. L. [...]

[...] Every individual, having a margin of freedom, adopts a strategic behaviour and pursues personal purposes such as the conservation of his job, the maximisation of his profit, the social existence These actors, each with their own strategy, are in constant negotiation to protect their strategic positions. The power relations are an element inherent to every actor within in the organization. A has some power over B if B depends on A. for fulfilling a need. If A controls a resource which B needs, A can influence his behaviour. If B is given a shortcut to the resources, A is excluded. A will therefore make his utmost to prevent the creation of this “shortcut” by resisting the change. [...]